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Corporate Culture, Societal Culture, and Institutions [PDF]

open access: possibleSSRN Electronic Journal, 2015
While both cultural and legal norms (institutions) help foster cooperation, culture is the more primitive of the two and itself sustains formal institutions. Cultural changes are rarer and slower than changes in legal institutions, which makes it difficult to identify the role played by culture.
Luigi Guiso   +6 more
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Corporate Risk Culture

SSRN Electronic Journal, 2016
We examine the formation and evolution of corporate risk culture, that is, the preferences toward risk and uncertainty shared by a firm’s leaders, as well as its effect on corporate policies. We document persistent commonality in risk attitudes inside firms, which arises through the selection of leaders with similar preferences and is rooted in the ...
Stephan Siegel   +2 more
openaire   +3 more sources

Corporate Culture and Corporate Success

Management Decision, 1984
When we speak of the culture of an organisation, we refer to the behaviour patterns and standards that bind it together. Some organisational cultures encourage productivity; many do not. Culture should not be confused with climate. Climate is the short‐term mood of an organisation. Unlike culture, it is fragile and subject to change.
openaire   +2 more sources

From Corporate Culture to Corporate Identity

Corporate Reputation Review, 1999
A FRENCH PERSPECTIVE ON IDENTITY This paper introduces a distinct approach to organizational identity study which has lately been known as the 'French School of Thought' (Moingeon and Ramanantsoa, 1997). Larcon and Reitter (1979) defined identity as a set of interdependent characteristics of an organization which give the organization specificity ...
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Corporate culture—college culture

New Directions for Higher Education, 1985
AbstractRun your college like a business. Rites and rituals, heroes and exemplars, ceremonies and convocations are important. Storytellers, spies, priests, cabals, and eccentrics will also be present.
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Corporeality and Culture

2016
Contents: Preface. Section I Movements of Violence and Corollaries of Sight: Conversing 'trina cheile', Fiona Hanley, Tami Gadir and Irene Noy Moved to tears: performance, affect, becoming, emergency, Charlotte Farrell Mobilising affect: somatic empathy and the cinematic body in distress, Xavier Aldana Reyes.
Kamillea Aghtan   +2 more
openaire   +2 more sources

Corporate Culture

Journal of Business Strategy, 2000
Many operating managers view culture and culture change as something “soft” or “squishy” and remote from day‐to‐day concerns. They're worried about “making their numbers” and say they haven't got time to think about organizational culture.
Tom Smith, Roger Connors
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