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AbstractIn this paper we test if a mutual fund's own corporate culture predicts fund performance. To do this we use Morningstar's corporate culture ratings for mutual funds and then examine the ability of these corporate culture ratings to predict risk‐adjusted performance of domestic equity funds over the period 2005–2010. Using methods that are robust to survivorship bias, we find there is little significant evidence that corporate culture predicts better fund performance. Indeed, we find that no individual component of the Morningstar stewardship rating including board quality, fees, manager incentives and regulatory issues is able to consistently predict fund performance.

The topic of this paper is the comparative analysis assessment of American and European (Slovak) systems of corporate culture describing the cultural differences within transnational companies. The study is comparing the American system of corporate culture with Slovak corporate culture model. The goal of this paper is to figure out the real model of an American enterprise within its interaction with European (Slovak) enterprise and detect the differences between them. Based on the SWOT analysis coming out of two surveys via questionnaires outputs, the comparative analysis assessment dealing with the successful symbiosis of foreign American company operating within the European (Slovak) enterprise environment will be worked out. The paper reveals the similarities and differences between the Slovak and U.S. corporate culture standards such as conflict avoidance, focus on relationships, self-confidence of comparing cultures, personal responsibility, one's own initiative and autonomy and so on.

THE PRODUCTS OF TODAY'S CAPITALIST CULTURE -- WHETHER FILMS, TELEVISION PROGRAMS, ELECTRONIC GAMES, OR POPULAR MUSIC -- CAN NO LONGER BE VIEWED IN THEIR PURELY IDEOLOGICAL ROLE BUT MUST ALSO BE SEEN AS IMPORTANT COMMODITIES CRITICAL TO THE ECONOMICS OF TRANSNATIONAL CORPORATIONS. THE CULTURAL CLASH THAT COMES FROM THE REPRESSION OF NATIONAL OR MINORITY CULTURES ON BEHALF OF THESE CORPORATIONS CAN FEED INTO RIGHT-WING NATIONALIST IDENTITY POLITICS. IN CONTRAST TO THIS, THE AUTHOR PRESENTS EXAMPLES OF PROGRESSIVELY-ORIENTED CULTURAL RESISTANCE THAT OFFER MORE PROMISING MODELS OF CHANGE.

This book explores the value component of corporate culture of companies and their relationship with production efficiency and personal values of the employee. The authors combine both qualitative analysis of the experiences of leaders of these organizations and the most advanced quantitative analysis regarding the corporate performances, The objective of corporate culture in a company is to align the organization's espoused values to the perceived (ideal) values of the corporation and its employees whether within the country or within the worldwide network of subsidiaries to create competitive success. We can call this value alignment among employees (irrespective of their nationality) the creation of company citizenship. We propose that company citizenship can be enhanced when the employees' personal values are in alignment with the values of the corporate culture in a multinational company. Corporate Culture in Multinational Companies examines this issue in the context of a number of Japanese multinational companies from various industrial sectors. This work explores the value component of corporate culture in these companies and their relationship with production efficiency and personal values of the employee, which create motivation. The authors combine both qualitative analysis of the experiences of leaders in these organizations and the most advanced quantitative analysis regarding corporate performance as reflected in the human resources in these organizations

The article discusses the mission and values, strategy and development model of Tencent, one of the largest technology companies in China and the world. The article analyzes how Tencent's corporate culture forms strategic accents in the company's activities. The business-social model of the company is explored and its effectiveness is evaluated.

This book answers the question of how soft factors such as corporate cultures and individual and corporate values can be transparently steered. With its C4 management tool and reflecting the seven driving forces of corporate culture, the Values Cockpit is a powerful solution designed to steer all dimensions and processes of a company, pursuing a lean approach. The book links strategic approaches on how to steer a company towards excellence with insights into the driving forces of human thoughts and actions. It subsequently introduces the Values Cockpit, which allows individual corporate cultures to be developed and controlled on the basis of a rational approach. It has since become commonplace that, for the best companies in the world, it is their great corporate culture that sustains their excellence and economic success. In order to establish such a corporate culture, all corporate values must be thoroughly controlled, steered and measured. This book serves as an essential guide, helping companies to reach these goals and ensure their sustainable economic success.

A discussion of media & the struggle for worldwide cultural hegemony. It is argued that US cultural imperialism is no longer sufficient as a concept, since the internationalization of corporations, telecommunications, & entertainment industries as major exporters have moved beyond national distinctions. The role of global filming & distribution is analyzed, highlighting European protectionist measures to block further US media penetration & the continued subsidy of filming in many European nations. Notions of global cultural hegemony are found to be rooted in the politics of cultural struggle between nations. The US withdrawal from UNESCO & the growing resistance to forms of homogeneous transnational culture are discussed, along with the role of electronic mail networks, independent filmmakers, independent cable TV & local cable access groups, boycott movements, & deep dish satellite communications. It is concluded that the Left should now include cultural production with economics as priorities for political action. D. Karjanen

Hauptbeschreibung Do corporate culture and leadership contribute to a firm's success? And if so, how? How can a company create and develop its corporate culture to compete successfully over the long term? Answers to these questions emerge in case studies of the business practices of six long-established and world-renowned companies: the BMW Group, Deutsche Lufthansa, Grundfos, Henkel, Hilti and Novo Nordisk. In a project initiated by the Bertelsmann Stiftung, researchers investigated these firms and analyzed the central characteristics of corporate success from a culture perspective. The case

"The objective of corporate culture in a company is to align the organization's espoused values to the perceived (ideal) values of the corporation and its employees whether within the country or within the worldwide network of subsidiaries to create competitive success. We can call this value alignment among employees (irrespective of their nationality) the creation of company citizenship. We propose that company citizenship can be enhanced when the employees' personal values are in alignment with the values of the corporate culture in a multinational company. Corporate Culture in Multinational Companies examines this issue in the context of a number of Japanese multinational companies from various industrial sectors. This work explores the value component of corporate culture in these companies and their relationship with production efficiency and personal values of the employee, which create motivation. The authors combine both qualitative analysis of the experiences of leaders in these organizations and the most advanced quantitative analysis regarding corporate performance as reflected in the human resources in these organizations."--

The focus of this paper is the recent explosion of interest in the concept of "corporate culture" (qiye wenhua) among large Chinese corporations. First, the paper surveys some non-Chinese definitions of corporate culture to show how the concept has been used outside China to explain corporate behavior and supposedly improve corporate performance. It then compares "official" (that is, Chinese government) representations of corporate culture with academic and corporate representations, arguing that the Chinese government has co-opted this foreign concept, promoted it among Chinese corporations, and in the process re-defined corporate culture to make it a vehicle for the government's own policy priorities. Case studies of five large Chinese corporations of different ownership types are used to demonstrate how corporations appear to be complying with the official requirements for corporate culture. The paper concludes that the corporate culture phenomenon in China is a pragmatic process of adaptation and accommodation by various corporate stakeholders, including the CCP, corporate managers, and employees, and reveals a uniquely Chinese ideal of the business corporation, as a hybrid economic-politico-cultural organization dedicated to national and individual improvement and renewal. (China J/GIGA)