Suchergebnisse

Marketing concept and market orientation -- Preliminary empirical analysis -- Statistical data analysis -- Corporate culture and the market orientation -- The machine tool industry -- Case studies -- Conclusions, limitations, and future research

There is a strong link between excellence — a major theme of the 1980s — and corporate culture. This article outlines the requirements of organisations striving for excellence and how management development programmes can be effective in assisting them.

Cover -- Half Title -- Series Information -- Title Page -- Copyright Page -- Table of contents -- Illustrations -- 1 Introduction to whistleblowing -- 1.1 Background -- 1.2 Motivations and research objectives -- 1.2.1 To investigate the impact of national culture on whistleblowing -- 1.2.2 To examine the association of organisational culture with whistleblowing -- 1.2.3 To investigate the influence of remaining as an inactive observer and whistleblowing on employees' work-related attitudes -- 1.3 Research methodology -- 1.3.1 Australia and Pakistan as research setting -- 1.3.2 Data collection procedures -- 1.3.3 Data analysis procedures -- 1.4 Outline of the research monograph -- Notes -- References -- 2 The antecedents of whistleblowing: A cross-cultural comparison of Australia and Pakistan -- 2.1 Introduction -- 2.2 Literature review -- 2.2.1 Whistleblowing -- 2.2.2 National culture -- 2.3 Hypotheses development -- 2.3.1 The effect of individualism versus collectivism -- 2.3.2 The effect of power distance -- 2.3.3 The effect of indulgence versus restraint -- 2.4 Research methodology -- 2.4.1 Selection of countries -- 2.4.2 Sample selection and data collection -- 2.4.3 Variable measurement -- 2.4.3.1 Demographic variables -- 2.4.3.2 National culture -- 2.4.3.3 Whistleblowing -- 2.5 Results and discussion -- 2.5.1 Demographic characteristics -- 2.5.2 Validation of cultural characteristics -- 2.5.3 Whistleblowing -- 2.5.3.1 Observation of wrongdoings -- 2.5.3.2 The effect of individualism versus collectivism on employees' whistleblowing decisions -- 2.5.3.3 The effect of power distance on employees' decisions to blow the whistle -- 2.5.3.4 The effect of indulgence versus restraint on employees' decisions to remain silent -- 2.6 Conclusion -- 2.7 Contributions and practical implications -- Notes -- References.

AbstractIn recent years, various studies have highlighted the opportunities of artificial intelligence (AI) for our society. For example, AI solutions can help reduce pollution, waste, or carbon footprints. On the other hand, there are also risks associated with the use of AI, such as increasing inequality in society or high resource consumption for computing power. This paper explores the question how corporate culture influences the use of artificial intelligence in terms of sustainable development. This type of use includes a normative element and is referred to in the paper as sustainable artificial intelligence (SAI). Based on a bibliometric literature analysis, we identify features of a sustainability-oriented corporate culture. We offer six propositions examining the influence of specific manifestations on the handling of AI in the sense of SAI. Thus, if companies want to ensure that SAI is realized, corporate culture appears as an important indicator and influencing factor at the same time.

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises?James W. Cortada—a business historian who worked at IBM for many years—pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins.Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers

In its fiduciary role, the board of directors should select a CEO who mirrors the desired ethos of the company. If the board remains cognizant of cultural compatibility as a central criterion in the hiring process, it may engage in strategic oversight without undue interference in the internal operations of the business. Once the board has fulfilled its selection mandate, problems of cultural execution await the CEO, especially in companies trying to effect cultural change. By using human resources as a strategic lever, however, chief executives can meet the Board's mandate for unity of purpose based on core values.