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Company Culture (company + culture)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting50%

Selected Abstracts

Company culture: The intangible pathway to profitability

EMPLOYMENT RELATIONS TODAY, Issue 4 2008
Scott Cawood
First page of article [source]

A measurement-communication-recognition framework of corporate culture change: An empirical study

HUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 4 2002
Kwai-Sang Chin
Company culture, consisting of a shared pattern of basic values, beliefs, and organizational assumptions, is widely accepted as a powerful force to drive performance-enhancing behavior in an organization. Changing a well-established culture is, however, a highly complex issue. It is thus very challenging to implement a new organizational culture. This article presents the measurement-communication-recognition (MCR) framework to manage culture changes in an organization. Ten cultural elements are strategically identified, whereas a four-stage approach of implementation methodology is proposed in the framework. © 2002 Wiley Periodicals, Inc. [source]

Storytelling at Juniper Networks connects a global organization to the values and behaviors of success

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 5 2010
Stacey Clark Ohara
Culture had begun to drift in this high-tech company, and new challenges called for some new behaviors to position the business for its second decade. Storytelling became the perfect tool to foster a deeper understanding of the company culture and unite employees across the organization, and it is now a key organizational capability for sustaining the Juniper Way. The authors describe the impact of growth on the culture of this start-up, and detail a comprehensive storytelling initiative to integrate Juniper values and desired behaviors into a now global organization. They also discuss the ways storytelling was recently used to help launch a new business strategy and brand identity. © 2010 Wiley Periodicals, Inc. [source]

Use root cause analysis to understand and improve process safety culture

PROCESS SAFETY PROGRESS, Issue 4 2008
Ian S. Sutton
Abstract This article describes the topics of root cause analysis and company culture. An evaluation of the root causes of incidents can help identify areas where the culture requires improvement. In addition, an analysis of the nature of root cause can help companies understand their culture. Following an incident, root cause analysis can be conducted for at least four levels of management, (a) line supervision, (b) facility management, (c) executive management, and (d) professionals who write and then implement regulations and standards. This article makes a distinction between root causes for occupational losses and for major process accidents; it emphasizes the teachings that improve one does not automatically improve the other. In other words, a root cause analysis program that addresses the behaviors that correct occupational safety problems may not help correct those behaviors that cause process safety incidents. Examples of how root cause analysis can help a company understand and improve its culture are provided. For instance, companies should recognize the need for both training and education. If process risk is to be reduced, employees need to be educated as well as trained because education creates new behaviors that allow for improved root cause analysis and the aversion of major events. © 2008 American Institute of Chemical Engineers Process Saf Prog 2008 [source]

How can you help organizations change to meet the corporate responsibility agenda?

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2004
David Lyon
As corporate responsibility (CR) has developed over the past decade, companies have developed and communicated their formal values relating to environment, employees, stakeholders and governance through public statements. Many of these companies have produced formal reports covering their performance on environmental and social issues. Continued improvement and delivery of commitments depends on buy-in not just from senior management (and the CR manager), but from managers and staff across the organization. This is only possible if there is a culture that is supportive of corporate responsibility. One key aspect of making this change is understanding how the company's culture affects corporate responsibility performance. This paper discusses some areas of organizational culture that affect CR performance including rewards and recognition, learning and managing change, awareness and involvement, questioning culture and flexibility underpinned by mutual respect. It also provides an overview of our approach for assessing and fostering a supportive culture. This is based on working with clients to manage their licence to operate in addition to extensive experience in innovation culture and safety culture. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. [source]

Forging the new talent compact

BUSINESS STRATEGY REVIEW, Issue 2 2009
Douglas Ready
It is difficult to attract and keep top talent, acknowledges Douglas Ready, but he believes that your company's culture and climate are key to creating a system that works. [source]