Suchergebnisse

A complex mission in a market culture -- The consumerist culture of the university -- A corporate ethos -- Faculty and the division of labor -- The ideal of a liberal education -- Knowledge, modernity, and pragmatism -- Democratic education

Cooperation between workers can be of substantial value to a firm, yet its level often varies substantially between firms. We show that these differences can unfold in a competitive labor market if workers have heterogeneous social preferences and preferences are private information. In our model, workers differ in their willingness to cooperate voluntarily. We show that there always exists a separating equilibrium in which workers self‐select into firms that differ in their monetary incentives as well as their level of worker cooperation. Our model highlights the role of sorting and worker heterogeneity in the emergence of heterogeneous corporate cultures. It also provides a new explanation for the coexistence of nonprofit and for‐profit firms.
"Here you don't communicate. And sometimes you end up not knowing things. … Everyone says we need effective communication. But it's a low priority in action. … The hardest thing at the gates when flights are delayed is to get information."Customer service supervisor,
American Airlines
"There is constant communication between service and the ramp. When planes have to be switched and bags must be moved, customer service will advise the ramp directly or through operations. If there's an aircraft swap operations keeps everyone informed. … It happens smoothly."Customer service supervisor,
Southwest Airlines1

Given the intensity of competition in today's world marketplace, it is difficult to find an American manager who isn't telling his organization to strengthen its marketing function. As a consequence, those of us in marketing often find ourselves receiving an increased share of corporate assets as well as more visible support from senior management. As welcome as such assets and support are, however, they are only part of what is needed to turn a company into a first‐class marketing organization. The real goal must be the creation of a marketing community within the company.

Analyzing American publications dealing with the concept of excellent public relations, the authors trace the development of organizational culture and its connection with societal culture, as well as an alyze theoretical and methodological issues of corporate culture and its impact on public relations in an organization. Special attention is paid to some ways in which professional PR departments can be come the source of progressive counter cultures inside the organization capable of changing a prevailing culture in the organization to make it more excellent.