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Organizational culture encompasses the shared norms, values, behaviors observed in schools, universities, not-for-profit groups, government agencies, and businesses reflecting their core values and strategic direction. [1] [2] Alternative terms include business culture, corporate culture and company culture. The term corporate culture emerged ...
A neutral culture is a culture in which emotions are held in check whereas an emotional culture is a culture in which emotions are expressed openly and naturally. Neutral cultures that come rapidly to mind are those of the Japanese and British. Some examples of high emotional cultures are the Netherlands, Mexico, Italy, Israel and Spain.
Examples of this would be employee professionalism, or a "family first" mantra. Trouble may arise if espoused values by leaders are not in line with the deeper tacit assumptions of the culture. [4] Shared basic assumptions are the deeply embedded, taken-for-granted behaviours which are usually unconscious, but constitute the essence of culture.
The content of a company code of conduct varies and depends in a measure of the company's culture and on the country in which they reside. In general terms, it can be said that the codes of conduct are related to anti-corruption issues, labor law, environmental and basic legal issues, such as the rejection of slavery, child labor, compliance with the environmental standards of each country ...
Kim Donghoon conducted a study to test the major aspects of high-context versus low-context culture concepts. The study collected three samples from different cultures - the US, China, and Korea - with 96 business managers surveyed in the American and Chinese samples and 50 managers in the Korean sample.
Tony Kippenberger (2002) elaborates on the leadership values that are deeply rooted in the Japanese business culture. These values were created by the late Konosuke Matsushita, the prominent entrepreneur of Matsushita's Electric Company, who cared deeply for the employees of his company as if they were family. Matsushita firmly believed that a ...