| There are many different and competing | | | | together and styles of problem |
| definitions of "corporate culture" in the | | | | solving.Values: Deeply held ideas of members |
| organizational theory literature. On one end | | | | regarding what constitute right or wrong, |
| of the spectrum culture is simply defined as | | | | fair or unfair, thus anything that has |
| the patterns of behavior within the | | | | personal worth or meaning. These values are |
| organization (Smircich, 1983). On the other | | | | expressed in operating beliefs and norms of |
| end, some theorists have defined | | | | behavior.The corporate culture develops as |
| organizational culture as a system of shared | | | | people come to share a set of beliefs and |
| cognitions and the human mind generates the | | | | then they use these to establish norms about |
| culture by means of a finite number of rules | | | | the way they should behave towards each other |
| (Fiol, 1991). Although all the theorists | | | | and to outsiders (Papers4you.com, 2006). If |
| believe in the importance of the culture in | | | | the outcomes are positive this reinforces |
| the organizational studies but still there is | | | | their shared belief in the values underlying |
| a lack of consensus over its precise | | | | their behavior. In this way, the |
| definition (Papers4you.com, 2006). Theorists | | | | organizations develop deep seated values and |
| have accepted this fact and approached the | | | | beliefs about the way that staff should run |
| concept of culture from the most widely used | | | | things. However, it looks simple and straight |
| definition of culture, as defined by Lismen | | | | forward case in theory, but when it is |
| et al (2004) "a complex set of values, | | | | referred in the practical life then it is a |
| beliefs, assumptions, and symbols that define | | | | big task to let it be a success story. It can |
| the way in which a firm conducts its | | | | be concluded by drawing upon Barney (1986) |
| business".The evolution of corporate culture | | | | that a valuable, rare and inimitable |
| within an organization has been the center of | | | | corporate culture can be a source of |
| discussion for many years. Practitioners have | | | | sustained competitive advantage for a |
| called it the 'way we do things around here' | | | | company.References:Barney, J. (1986) |
| (Hampden-Turner, 1990) and the theorists have | | | | "Organizational Culture: Can It Be a Source |
| called it as the 'collective programming of | | | | of Sustained Competitive Advantage?" Academy |
| the mind' (Siew & Kelvin, 2004) which | | | | of Management Review, Vol. 11, No. 3, pp. |
| distinguishes one group from another. Culture | | | | 656-665Fiol, C. (1991) "Managing Cultures as |
| reflects the identifiable components of | | | | a Competitive Resource: An Identity-Based |
| practices, customs, beliefs and | | | | View of Sustainable Competitive Advantage," |
| values:Practices: These represents the | | | | Journal of Management, Vol. 17 No. 1, pp. |
| surface level of a culture i.e. the visible | | | | 191-211Hampden-Turner, C (1990), "Corporate |
| elements such as language, etiquette, form of | | | | Culture- From Vicious to Virtuous circles", |
| greeting, clothing, and also include the | | | | The Economist books, pg 21-22Lismen, C.; |
| artifacts of the business i.e. the physical | | | | Margaret, S. and Ed Snape (2004) "In Search |
| layout. These practices do have relevance as | | | | of Sustained Competitive Advantage: The |
| it greases the functionality of the | | | | Impact of Organizational Culture, Competitive |
| organization. Such practices keep the | | | | Strategy and Human Resource Management |
| employees motivated, concerned and even | | | | Practices on Firm Performance," International |
| transform everyone to follow the similar path | | | | Journal of Human Resource Management, Vol. |
| as everyone in order to achieve the common | | | | 15:1, pp. 17-35Papers For You (2006) "E/B/49. |
| corporate objective.Customs: These are the | | | | Review of theories on organizational |
| accepted modes or norms of behavior within | | | | culture", Available from [22/06/2006]Papers |
| the organization, reflecting the values and | | | | For You (2006) "P/B/309. Why is corporate |
| beliefs, which provide guidelines for the way | | | | culture important?", Available from [21/06 |
| people and groups, are expected to behave | | | | 2006]Siew Kim Jean Lee, Kelvin Yu (2004), |
| towards each other. These often shape aspects | | | | "Corporate culture and organizational |
| of the physical appearance of the | | | | performance", Journal of Managerial |
| organization, also called the | | | | Psychology; Volume: 19 Issue: 4; 2004 |
| artifacts.Beliefs: The assumptions that | | | | Research paperSmircich, L. (1983) "Concepts |
| members hold about the organization and the | | | | of Culture and Organizational Analysis," |
| situation within it- about what practices | | | | Administrative Science Quarterly, Vol. 28, |
| work well in this business, for example how | | | | pp. 339-358Copyright 2006 Verena Veneeva. |
| people make decisions, how teams work | | | | |