Suchergebnisse

Global corporations initiate, join and maintain socio-technological change and hence, alter the ways in which we organize our lives. Demanding significant investment of resources and time, the development and implementation of new technologies on different levels must take into consideration these subtle processes. As such, it is particularly important that we have a greater insight into the practices of hi-tech corporations, in view of the often inflated promises of and concerns about the destiny of technological breakthroughs, especially those promising sizeable economic outcomes and soci.

The airline industry comprises a range of stakeholders including governments, industry organizations, local carriers, shareholders, and competitors seeking to access bilateral traffic rights between countries. The airline industry is required to work under a regulatory framework crafted sixty years ago to force all airlines to operate under the same international rules. These rules simultaneously aimed to maximize safety while restricting competition. Suppliers of aircraft, engines, reservation systems and airports are accessed by all competitors and provide airlines with little opportunity to achieve greater efficiency or competitive advantage. Despite this, each airline finds its place within the industry. The differences result from many factors including the economic freedom of their home country, their business model, nationality and ownership. Using mixed methods approach, a series of interviews with airline executives in Germany, Switzerland, Singapore, Thailand, Japan and Australia were positioned in Hofstede's model of national cultures. Analysis of the interview transcripts using Hofstede's keywords enabled the impact of national culture on airline decision-making to be studied. While airlines from small power-distance and individualist cultures are somewhat more likely to base decision-making on a broader involvement between employees and management, the overall finding of the interviews with airline executives is that Hofstede's framework is not a strong predictor of airline executive behavior.

PurposeThis study aims to provide insight into the current incorporation of corporate culture in national corporate governance codes. The authors identify three levels of incorporation for each of the following three dimensions: layers of corporate culture (the "what"), the alignment of corporate culture in the organization (the "for whom") and the board's roles regarding corporate culture (the "how").Design/methodology/approachTo assess the extent to which national codes have incorporated corporate culture, the authors used a sample of 88 national corporate governance codes. The authors performed a content analysis of these codes using a computer-aided text analysis program. The first step involved the identification of dimensions of corporate culture per national code. These dimensions were then assessed based on three levels of incorporation. Finally, the authors ranked national codes with similar levels of incorporation per dimension and aggregated the dimensions.FindingsThe data show that five of the 88 national corporate governance codes that the authors analysed scored the highest level in all three dimensions of corporate culture.Originality/valueThis is the first study to provide an overview of what national corporate governance codes say about corporate culture. The authors address two gaps in the existing literature. First, the authors develop and use a richer conceptualization of how corporate culture can be addressed in national corporate governance codes. Second, the authors analyse these corporate governance codes worldwide.

Intro -- Preface -- Table of contents -- 1 Concept of corporate culture -- 2 Dimensions and types of corporate culture -- 3 Total culture and subculture -- 4 Development of corporate culture -- 5 Transformation of corporate culture - factors and agents of change -- 6 Transformation of corporate culture - continued organizational and psychological process -- 7 Corporate philosophy and corporate vision -- 8 Product-market strategy -- 9 Organizational structure and personnel management system -- 10 Top management -- 11 International comparison of corporate culture -- Appendices -- References -- Index