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Explores the relationship between contemporary corporate culture & recent attempts to criticize its increasing growth & influence. Naomi Klein's critique of corporate culture, No Logo (2000), is drawn on to shed light on how cultural corporatism creates a third culture comprising brand names, brand people, & brand-made media. It is argued that capitalist institutions have always been a major site for conspiracy theory, & consumers become part of corporate conspiracy practices by consuming mass-produced objects. Popular forms of conspiracy theory & their links with societal trends are examined to illustrate how they relate to critical engagements with corporate culture & its products. A discussion of how global corporate culture manages to subsume "subvertising" that attempts to undermine the corporate message maintains that even the efforts of "culture jammers" are being incorporated into marketing campaigns, as exemplified by Nike's "I am not/A target market/I am an athlete" campaign. It is contended that contemporary critiques of corporate influence as a form of colonization run into difficulties because they require remembering a time before the occupation. 23 References. J. Lindroth

While both cultural and legal norms (institutions) help foster cooperation, culture is the more primitive of the two and itself sustains formal institutions. Cultural changes are rarer and slower than changes in legal institutions, which makes it difficult to identify the role played by culture. Cultural changes and their effects are easier to identify in simpler, more controlled, environments, such as corporations. Corporate culture, thus, is not only interesting per se, but also as a laboratory to study the role of societal culture and the way it can be changed.

How corporate culture affects a company's long-term success Today, more and more managers are learning that an organization's culture matters, and are, therefore, putting greater emphasis improving their company culture. The Economist's Organization Culture: Getting It Right can help. In Organization Culture, Naomi Stanford provides a road map for managers who want to: understand the power corporate culture has on a company's success; understand, define, position, and measure their organization's culture; avoid the common and costly mistakes of "culture change" programmes; and, keep their cult

While many culture researchers have devoted numerous articles to the nature and definitions of culture, relatively fewer articles have contributed towards culture and performance research. The purpose of this study is to investigate the possible relationships between corporate culture and organizational performance among Singaporean companies. The objectives of this study are twofold: first, it aims to investigate the validity of the culture construct. Can culture construct be operationalized along distinct, repeatable dimensions? Second, it attempts to assess how culture affects organizational performance. The organizational culture profile was used as the primary research instrument. Culture was found to impact a variety of organizational processes and performance. While more research remains to be done in this area, this study has demonstrated the power of culture in influencing organizational performance.