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What is Corporate Culture

Chapter 3
Handbook of Research on Designing Sustainable Strategies to Develop Entrepreneurial Intention
It is one that refers to all the values, beliefs, actions, thoughts, goals or norms that the members of the same organization share.
Published in Chapter:
Aversion of a Person Facing the Risk of Failure When Starting a Business in Mexico: An Approach Through Some Educational Factors
Gerardo Reyes Ruiz (Centro de Estudios Superiores Navales (CESNAV), Mexico)
Copyright: © 2023 |Pages: 32
DOI: 10.4018/978-1-6684-8781-5.ch003
Abstract
The low quality of current jobs in Mexico and their scarcity have led to the need to undertake. Consequently, people have ceased to be employees to become entrepreneurs. However, the specialized literature ensures that there are factors that may well characterize this venture. In the chapter, a first approach is made to the risk aversion that a person faces when failing to decide to be an entrepreneur in Mexico. The information integrated by the reports of the Global Entrepreneurship Monitor (GEM) served as input so that through a Multiple Linear Regression Analysis (MLRA). During the period 2011-2021, it was verified if the factors of education, experience, knowledge, skills, age, among others, directly influence a person to make the decision to start a business in Mexico.
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Chapter 677
The Sociological Determinants of Internet Use in Tunisian Exporting Companies
A concept that focuses on what is common to the members of the company. It is a set of practices developed by a given group via a process of learning, to facilitate external adaptation and internal integration.
Published in Chapter: The Sociological Determinants of Internet Use in Tunisian Exporting Companies; From: Encyclopedia of Information Science and Technology, Third Edition
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Chapter 11
Servant Leadership and Diversity: A Focus on Ethnic and Cultural Diversity
The attitudes and practices which determine how well a company manages to communicate and handle outside commercial dealings are referred to as corporate culture.
Published in Chapter: Servant Leadership and Diversity: A Focus on Ethnic and Cultural Diversity; From: Cases on Servant Leadership and Equity
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Chapter 5
Cultural Integration in Mergers and Acquisitions
The beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions.
Published in Chapter: Cultural Integration in Mergers and Acquisitions; From: Handbook of Research on Corporate Restructuring and Globalization
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Chapter 2
A Review of Social and Intellectual Capital From the Lens of Corporate Social Responsibility
Refers the bast or proper way to behave within the organization. Culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors, and understanding.”
Published in Chapter: A Review of Social and Intellectual Capital From the Lens of Corporate Social Responsibility; From: Intellectual Capital as a Precursor to Sustainable Corporate Social Responsibility
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Chapter 9
Identifying Corporate Social Responsibility (CSR) Curricula of Leading U.S. Executive MBA Programs
The human behavior, attitudes, and artifacts that define the values, beliefs, and activities of corporations.
Published in Chapter: Identifying Corporate Social Responsibility (CSR) Curricula of Leading U.S. Executive MBA Programs; From: Handbook of Research on Business Ethics and Corporate Responsibilities
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Chapter 14
Showing Business Students How to Contribute to Organizational Cultures Grounded in Moral Character
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Chapter 6
The Influence of National Culture and Organizational Culture on the Success of an Expatriate Overseas Assignment
Refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature.
Published in Chapter: The Influence of National Culture and Organizational Culture on the Success of an Expatriate Overseas Assignment; From: Handbook of Research on Global Hospitality and Tourism Management
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Chapter 7
Leadership’s Role in Leveraging Workforce Diversity
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Chapter 27
Theoretical Frameworks and Models Supporting the Practice of Leveraging Workforce Diversity
Basic assumptions and beliefs that are shared by members of an organization, that operates unconsciously, and that is defined in a basic “taken-for-granted” fashion an organization’s view of itself and its environment. These assumptions and beliefs are learned responses to a group’s problems. They come to be taken for granted because they solve those problems repeatedly and reliably.
Published in Chapter: Theoretical Frameworks and Models Supporting the Practice of Leveraging Workforce Diversity; From: Handbook of Research on Workforce Diversity in a Global Society: Technologies and Concepts
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Chapter 8
Spiral Management: New Concept of the Social Systems Management
Is the set of assumptions, beliefs, values, and norms shared by an organization's members.
Published in Chapter: Spiral Management: New Concept of the Social Systems Management; From: Networked Business Models in the Circular Economy
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Chapter 1
Organizational Structure at the Contemporary Interface
The shared experiences, stories, beliefs, and norms that characterize a firm.
Published in Chapter: Organizational Structure at the Contemporary Interface; From: Contemporary Human Resources Management in the Tourism Industry
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Chapter 123
The Role of Strategic Leadership in Building the Geocentric Culture of Global Corporations
(Organizational culture) a set of values and beliefs that inform management practices as well as behaviors and expectations that are encouraged in the organization.
Published in Chapter: The Role of Strategic Leadership in Building the Geocentric Culture of Global Corporations; From: Encyclopedia of Strategic Leadership and Management
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