Introduction
This paper is divided into two parts. The first part explores the concept of corporate culture, looks at the levels in which corporate culture exists and explains the three stages model. The second part analyze and discuss the idea of autonomy and how is it applied as a motivator using the work of Dr. Edgar Schein as a point of reference.
Overview
Corporate culture is considered a relatively new field of study in business. Management scholars started paying attention to the concept in the 1980s. Moreover, one of the first papers about the subject was published by Andrew M. Pettigrew in 1979 under the title “On studying organizational cultures” (Pettigrew, 1979). Further investigation of the subject followed by Ouchi (1981), Pascale and Athos (1981), Deal and Kennedy (1985), Sathe (1985), or Denison (1990). However, the accomplishments of an MIT professor under the name of Edgar Schein introduced more complexity and sophistication to the study field. He established the conceptual framework of how culture operates with in the organization by introducing the three levels of culture and the three stages model of learning (Montaña, 2011). E. Schein defines corporate culture as “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in
Literature Review
Corporate Identity
What is corporate identity?
The task of defining corporate identity is challenging. Different views and definitions were introduced to the concept. The first time the “corporate identity” term was used was in 1957 by Lippincott and Margulies (Cornelissen & Elving, 2003). It was constrained by the visual representation of the organization by which means it identify itself.
The understanding of the concept has expanded later to include all the characteristics
Haier’s corporate culture
Haier is not only a brand of greatest value in China, but also the forth manufacturer who produce white household electric appliances around the world.
Haier from a small business who was at the verge of bankruptcy, grows into a prestigious business group whose products are sold across the world and employees from around the world. What made Haier break the situation and create much mpressve performance? What caused the thirty thousands employees of Haier who
structure. It is the creative culture that Apple Company has launched the new technology new products come out every year.
From the professional perspective, to build corporate brand building is to build CI (Corporate Identity) including mind identity, behavior identity and visual identity.
Based on the society of interdisciplinary business research, corporate identity has eight different determinants that are corporate design, corporate culture, corporate vision, corporate, industry identities and
Management Literature Review
“During the 1980s the concept of corporate culture captured the imagination of management researchers and practitioners alike. In particular, Peters and Waterman’s (1982) book entitled In Search of Excellence: Lessons from America’s Best-Run Companies proclaimed that the key to corporate success was a strongly unified corporate culture.” Wilson (1996:87)
Corporate culture has always been a part of every business since it was first introduced in the 1980’s. It doesn’t
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Corporate identity, corporate
branding and corporate
marketing
Seeing through the fog
John M.T. Balmer
Bradford School of Management, The University of Bradford, UK
Keywords Corporate identity, Corporate Communications, Brands, Corporate image
Abstract Outlines 15 explanations for the fog which has enveloped the nascent domains of
corporate identity and corporate marketing. However, the fog surrounding the area has a silver
lining
demands paved the evolution of marketing concepts. Marketing concepts have to evolve in order to address the business needs, keeping in balance the growth of the organization and customer satisfaction. Keelson (2012) observed that “the development of the marketing concept demonstrates how business thinking has been shaped in line with customer demands and business environments in different eras” (p. 40). The organizations’ adoption of new marketing concepts is proper and reasonable for diverse business
Paschaloudis-Haidos-Pantelidis- Anastasiadou-Dapis, 656-667
“The Importance of Corporate Culture in International Market: The case of Procter & Gamble”
Dr D. Paschaloudis, K.Anastasiadou Technological Educational Institute of Serres Department of Business Administration, Greece dim@teiser.gr, ak@teiser.gr S. Haidos University of Sunderland, Business School U.K stefhai80@yahoo.gr Dr P. Pantelidis Technological Educational Institute of Serres Department of Business Administration, Greece pantelidis@c
explanation of these seven concepts is as follows:
Corporate Communication
Many researchers have stressed the links between corporate identity and corporate
communication (Cornellisen and Harris, 2001; Van Riel, 1995, Varey and Lewis, 2000). Corporate communication encompasses all activities carried in order for an organization to communicate with the various stakeholders. Corporate communication produces messages which shape stakeholders’ perspectives of the organization. Corporate communication can be
Organisational Culture and its Impact on Business Success and Employee Performance
Organisational or corporate culture is a broad concept. In the recent past this concept is widely studied and researched. One study, reference cited in Tsai (2011), refers Organizational culture to the values and norms that have existed in a company for many years, and to the beliefs of the people and the perceived value of their work that will dominate their mindsets and behavior. It is reasonable to assume that
developed rapidly. Due to the different national cultures of different countries, the corporate culture of national culture is not the same, the objective existence of cultural differences is bound to be.
First, the characteristics of cross-cultural enterprises:
(A) differences in values
Employees from different cultural backgrounds have different values and beliefs. The difference between culture and values leads to different management concepts, including organizational evaluation, reward and punishment