Corporate Culture - How Corporate Culture is managed in organisations and what could be done better

Table of Contents

1 Introduction

1.1 Background of Corporate Culture Studies

1.2 Research Aims and Objectives

2 Literature Review

2.1 The Architecture of Corporate Culture

2.2 The Main Elements of Corporate Culture

2.2.1 Artefacts

2.2.2 Values, Beliefs and Attitudes

2.2.3 Basic Assumptions

2.3 Determination of Corporate Culture in its Wider Context

2.3.1 The Sources of Corporate Culture

2.3.2 The Harrison and Handy Model

2.4 Corporate Culture and Performance

2.4.1 Underlying Assumptions

2.4.2 Academically Suggested Relationships

2.5 Cultural Heterogeneity in Organisations

2.6 Summary

3 Methodology

3.1 The In-depth Interviews

3.1.1 Sampling

3.1.2 The Interview Design

3.1.3 Data Analysis of the Interviews

3.2 The Focus Group Interview

3.2.1 Sampling

3.2.2 Focus Group Interview Design

3.2.3 Data Analysis of the Focus Group Interview

3.3 The Questionnaire-based Survey

3.3.1 Sampling

3.3.2 The Questionnaire Design

3.3.3 Data Analysis of the Survey

4 Research Findings

4.1 In-depth Interviews

4.2 Focus Group Interview and Survey at Centrotherm

5 Conclusions

5.1 Diverge Perceptions of Cultural Artefacts in Organisations

5.2 Oversimplification and Generalisation of Corporate Values, Beliefs and Attitudes

5.3 The Interrelationship between Corporate Culture and Structure

5.4 Existence of Subcultures and Cultural Heterogeneity

5.5 Non-existence of Pragmatic Relationships between Corporate Culture and Performance

5.6 Summary

6 Recommendations

Research Objectives and Topics

This research aims to investigate how corporate culture evolves in German organisations and how it is perceived by various organisational groups. The study challenges the traditional academic assumption that corporate culture is a homogeneous, easily generalisable phenomenon. By examining the interplay between cultural patterns, organisational structure, and performance, the research seeks to develop a more nuanced framework for understanding corporate culture that accounts for subcultures and heterogeneous perspectives.

• Analysis of corporate culture theory and its limitations.
• Examination of cultural heterogeneity and the role of subcultures in German organisations.
• Evaluation of the relationship between corporate culture and performance.
• Identification of cultural drivers and their impact on employee commitment.
• Development of organization-specific recommendations for managing corporate culture.

Excerpt from the Book

Summary of Chapters

1 Introduction: Discusses the economic impact of low employee commitment in German organisations and introduces the research context of corporate culture studies.

2 Literature Review: Provides a theoretical foundation by examining the architecture of corporate culture, key cultural elements (artefacts, values, assumptions), and current academic debates regarding cultural heterogeneity.

3 Methodology: Details the primary and secondary research methods used, including semi-structured interviews and a quantitative survey to capture different perspectives within organisations.

4 Research Findings: Presents the empirical results from the interviews and survey, highlighting the interrelationships between cultural patterns, structure, and organizational performance.

5 Conclusions: Synthesises the research findings, emphasizing that corporate culture is a heterogeneous construct and questioning the generalisability of traditional "best practice" models.

6 Recommendations: Suggests organization-specific approaches to monitoring and managing corporate culture to foster employee commitment and organizational efficiency.

Keywords

Corporate Culture, Organizational Behaviour, Employee Commitment, Subcultures, Cultural Heterogeneity, Artefacts, Values, Beliefs, Organizational Performance, Management, Qualitative Research, Quantitative Survey, Cultural Change, German Organisations, Structural Attributes.

Frequently Asked Questions

What is this research primarily about?

The research explores the management of corporate culture in German organisations, challenging the view that culture is a monolithic entity and demonstrating its inherent heterogeneity.

What are the central themes of the work?

The core themes include the architecture of corporate culture, the existence of subcultures, the perception of values by different hierarchical levels, and the influence of culture on organizational performance.

What is the primary research question?

The study asks how corporate culture has evolved in German firms and how it is perceived across diverse organisational groups to prevent misinterpretation and cultural dichotomy.

Which scientific method is applied?

The research employs a multi-methods approach: in-depth interviews with senior management for qualitative insights and a questionnaire-based survey of employees for quantitative triangulation.

What topics does the main body address?

The main body covers the theoretical definition of corporate culture, an analysis of its elements (artefacts, values, assumptions), its relationship with organizational structure, and empirical findings from three case organizations.

How would you describe the main keywords?

Key terms include Corporate Culture, Cultural Heterogeneity, Organizational Performance, Employee Commitment, and Subcultures.

What is the "two-faced" organisation mentioned in the study?

This refers to organizations where there is a significant disconnect between what the management claims to be the corporate culture (often through mission statements) and the actual lived experiences and practices of the employees.

Why are subcultures significant according to the author?

Subcultures arise from organizational diversification and divisional structures. The author argues that they are natural consequences of different working environments and that attempting to suppress them can be harmful to overall organizational identity.

Does the author find a direct link between corporate culture and financial performance?

The research finds no clear, linear evidence for a direct correlation between "strong" culture and financial performance, suggesting that the relationship is highly context-dependent and complex.