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1

Culture of Transnational Corporations Based on Corporate Social Responsibility

100%
Rozkwitalska M.
Organization and Management
|
2006
|
issue 2
33-50
EN
In this article the authoress tried to answer the question what the Corporate Social Responsibility means and what is its role in transnational corporations' organizational culture. In the first section a characteristic of transnational corporations is given. The second part is devoted to corporate culture and its role in an integration process of corporations' activities. The further sections consider the concept of Corporate Social Responsibility and ways by which activities of transnational corporations are regulated.
2
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THE CORPORATE CULTURE OF INDUSTRIAL ENTERPRISES

100%
Sieminski M.
Olsztyn Economic Journal
|
2008
|
vol. 3
|
issue 1
10-19
EN
In the article the problems of corporate culture were shown. Using a questionnaire especially prepared for this study, original documents from the companies and literature, the main culture types of Warmian-Mazurian enterprises were characterized. On the basis of achieved results it was confirmed that the behaviour typical for a power culture dominates in the surveyed companies. The level of uncertainty tolerance were described as medium.
3

RUSSIAN CORPORATE CULTURE (Jekonomicheskaja kul'tura Rossii)

100%
Drozdowska A.
Optimum. Studia Ekonomiczne
|
2010
|
issue 3 (47)
EN
The article deals with the relationship between corporate culture and economic development. The author's deliberations are based on the example of Russian economy. The specificity of corporate culture in Russia results from a clash of 'Eastern' mentality of Russian entrepreneurs and consumers with the emerging institutional system similar to the 'Western' economic model. The level of corporate culture determines problems of realization of a modern management model. Thus, this sphere requires much conscious influence.
4

Diagnosis of Employee Value in Molding Organizational Culture

80%
Maciag A.
Zarządzanie Zasobami Ludzkimi
|
2007
|
issue 5(57)
115-124
EN
The communication presents selected aspects of the process of shaping organizational culture. What was conducted was a diagnosis of human value in the work place on the basis of quantitative studies applying a standard questionnaire, where value at work refers to the future as described by Hofstede. Attention is called to human value systems in specific types of corporate cultures. Also presented is basic information in human behavior and attitudes in the organization.
5

Time as Dimension of Organization Culture and Efficiency of Enterprise

80%
Winch S.
Organization and Management
|
2006
|
issue 2
51-65
EN
This paper develops a thesis, that the time orientation of enterprises connected with the type of culture (of the market or of the team) has an impact on their financial effects. Three times orientation centered at the past, the present and the future were considered as well as their impact on enterprise's activities in the sphere of organization, structure, management style and individual behavior of employees.The results of empirical research showed the relation between enterprise's time orientation and its form of ownership - on the one hand - and its efficiency - on the other.
6

Corporate culture in Hungary seen through two daily newspapers

70%
Szerb A., Kocsis-Kisantal O.
Kozgazdasagi Szemle (Economic Review)
|
2008
|
vol. 33
|
issue 3
243-261
EN
Although the economic and institutional-regulation concept of the success of companies is widely accepted, ground is being gained by theories that emphasize the effects of the social and welfare environment and cultural milieu. The Global Entrepreneurship Monitor (GEM) survey shows that Hungary comes near the bottom in an international comparison of corporate culture. The article draws on the 2005 articles in two daily newspapers and on frequency statistics and content analyses to examine the image that has developed of Hungarian entrepreneurs and businesses. Negative news presenting entrepreneurs in a bad light were in a majority, so that the press was mirroring the popular belief that entrepreneurs are criminals and tax evaders getting rich on the backs of others, rather than promoting them as key figures in job creation and development, whose efforts are successful and exemplary, even without state support.
7

EDUCATION AS A SPECTRAL TECHNOLOGY: CORPORATE CULTURE AT WORK IN ONTARIO'S SCHOOLS

61%
Martin S. M.
Pedagogický časopis (Journal of Pedagogy)
|
2012
|
vol. 3
|
issue 2
263 – 278
EN
This paper addresses the sweeping neoliberal reforms implemented in Ontario’s schools in 2000, and conceptualises them within the terms of ‘millennial capitalism’ (Comaroff & Comaroff, 2000). A close reading of secondary school curriculum documents and the umbrella policies that shape education from ages 5 to 18 years reveals how students are groomed to identify themselves as workers under construction. This is accomplished by mandating career education that defines lived experience as a ‘career’, articulates an identity for students as workers/producers, and dictates a direct relationship between education and the health of the economy. For students the professed advantages of millennial capitalism come from freedom and choice to navigate a post-secondary future in an abstract market that rewards those who respond to its highs and lows. Despite the drop-out ‘crisis’ that followed the initial reforms, and the next government’s efforts to remediate the damage done, ultimately corporatist/careerist mantras continue to haunt classrooms, shape education, and its aims and goals in Ontario. The analysis offered in this paper aims to help us better understand the resilience of the neoliberal agenda in the current global economic ‘crisis’, in light of on-going calls for ‘value-for-money’ in delivering public services and overall competitiveness. Ontario’s education system has a reputation internationally as a high-level performer; this positioning in light of the anomalies presented by its policy and curriculum serves as a cautionary tale to countries that connect growth in GDP with the results of its children and youth on standardised tests. Further, it reveals the disparity between statistics at the macro level and life at the level of the classroom.
8

Communication in Knowledge Transfer Management

41%
Pitra Z., Zaušková A.
Communication Today
|
2014
|
vol. 5
|
issue 2
50–65
EN
Innovations try to change the status quo, which is why markets resist them! A market’s hostility to innovations becomes stronger when market players are interconnected; each player will switch to a new product or service only when s/he believes others will do so, as well. To be successful, innovators have to realize system-wide switch of their business behavior to create environment, where many would adopt their innovations and believe they are better off because of it. It is feasible only if innovators master the process of knowledge transfer within their innovation activities. More than 50 % of promising and good prepared innovation activities fail. Not due to organizations’ weaknesses in technology or organization, but due to their inability to handle properly the social and psychological aspects of processes which deal with the innovation’s solution. Therefore the organization’s executives must fully understand how technologies, people’s competencies, and internal processes in architecture together influence internal communication during the knowledge transfer that leads to the innovation solutions. It is a unifying vision of final innovation’s market launch that gives coherence to the plenty of creative ideas from different sources which gives an organizational sense to the idea exchange during internal communication within the knowledge transfer processes’ performance. The paper deals with methods that will assure such knowledge transfer’s optimal efficiency.
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