Heterogeneity of Corporate Culture: How Corporate Culture is Managed in German Organisations and what Could be Done BetterMaster's Thesis from the year 2004 in the subject Business economics - Business Management, Corporate Governance, University of Teesside, language: English, abstract: Corporate culture has gained importance in the business world in the last two decades. The consideration of corporate culture, nevertheless, differs significantly in organisations. Some organisations have taken their corporate culture into account for strategic decisions (e.g. cultural fit during Mergers & Acquisitions) but other organisations have tended to neglect this issue at all. Deal and Kenndy (1999) consider corporate culture as a hidden success factor of organisation which ensures commitment of the employees. According to them (1999), organisations with a 'strong' corporate culture outperform "run-of-the-mills companies by a massive margin". Corporate culture, nevertheless, has been a controversially discussed topic in the literature on which different general 'best practices' had been suggested by academics. However, it can be argued that the few empirical studies of corporate culture, notably Kotter and Heskett's (1992) quantitative survey, have been methodologically limited (Alvesson, 2002), e.g. to few senior managers of the examined organisations. Therefore, this project employs, besides interviews with senior managers of the three examined German organisations, a survey which is focused on employees of different hierarchical and divisional levels in one organisation. The findings of the research clearly show that corporate culture is a far more heterogeneous phenomenon than many academics suggest. In this research, corporate culture appears as a network of interrelating cultural patterns which is unique to different organisations due to different organisational and environmental challenges. The survey also identified that the perceptions of corporate culture differ between senior management and the employees. Therefore, the employees' perception of the corporate culture must be taken |
Contents
| 21 | |
Methodology 3 1 The Indepth Interviews | 49 |
Research 4 1 Indepth | 69 |
5 | 91 |
Culture and Performance | 97 |
References | 105 |
Guideline for InDepth Interviews English | 112 |
Coded Questionnaire English | 121 |
Participation in Survey | 132 |
Statistical Analysis of Survey Question 3 | 138 |
Statistical Analysis of Survey Question 6 | 148 |
Qualitative Analysis of Survey Question | 156 |
Statistical Analysis of Survey Question 12 | 170 |
Statistical Analysis of Survey Question 13 | 176 |
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Corporate Culture - How Corporate Culture is managed in organisations and ... Sven Röhm Limited preview - 2006 |
Common terms and phrases
100.0 Valid Cumulative 95 percent confidence Alvesson Analysis of Survey artefacts behaviour beliefs and attitudes Brown centralisation Centrotherm commitment computing the test Confidence Interval consequence corporate culture corporate heroes cultural patterns Cumulative Frequency Percent Deal and Kennedy df Mean Square differences between groups different organisational divisional employees F-value focus group interview Frequency Percent Percent Frequency Table Furthermore H₁ Hampden-Turner hence Hofstede homogeneity of variance ignored in computing interrelationship job status Kotter and Heskett logos Missing mission statements Oneway ANOVA organisation’s organisational groups perceived percent confidence level Percent Percent Percent Percent Percent Valid Percent Valid Strongly perception distributed homogeneously perception of corporate performance Photovoltaics Qualität qualitative qualitative research questionnaire relationship responses Saunders senior management significant differences Squares df Mean strategic subcultures Survey Question test of homogeneity tobs Total 67 Total 70 two-faced University of Teesside Unternehmen Valid Cumulative Frequency Zikmund