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The corporate culture of an organization plays an important role in the personnel management system. Its influence is especially important in branches that operate in another country. The article examines the Swedish experience of corporate culture management and the possibility of its adaptation to Russian branches on the example of the organization "Daniel Wellington". The article contains a study to identify the difficulties in applying the corporate culture of the brand of the founding country to the Russian reality. The reasons that can hinder the implementation are identified, and the readiness of the Russian brand staff for possible changes is determined. The Russian and Swedish corporate cultures of the brand are compared. The current attitude of employees to the use of online platforms used for the exchange of experience is revealed.

The article deals with the methodological understanding of the implementation of corporate culture and the manifestation of its advantages in comparison with other factors of strengthening the company's management. The content of the structure of building appropriate systems of the enterprise's cultural concept for the real situation and for promoting its strategy is revealed. The methods and approaches when corporate culture turns into active acting behavior are studied. Links between three key aspects: culture, management, and strategy are investigated.

У статті обґрунтовані методичні рекомендації з управління корпоративною культурою підприємства в мережі. Доведено значущість формування корпоративної культури не лише всередині підприємства, а й поширенні інформації про ці процеси назовні, зокрема на сторінках фірмових сайтів та соціальних мереж. Завдяки запропонованим рекомендаціям, підприємство може комплексно підходити до поширення власних цінностей, стандартів, переваг в мережі, формувати необхідний імідж ,що впливає на фінансові результати. Уточнено сутність споріднених понять до «корпоративної культури» та встановлено їх взаємозв’язок. Узагальнені основні принципи формування корпоративної культури. Доведено, що управління корпоративною культурою підприємства в мережі відповідає сучасним запитам ринку, необхідно не лише для підтримки лояльності бренду, збільшення обсягів продажів, але і для залучення коштів інвесторів. Ключові слова: корпоративна культура, фінансові результати, управління, соціальна відповідальність, імідж, позиціонування бренду, PR, SERM, управління репутацією, інвестиції, цифровий маркетинг, Інтернет, он-лайн торгівля. The article substantiates the methodological recommendations for managing corporate culture in the network. The importance of forming a corporate culture not only within the company, but also the dissemination of information about these processes outside, in particular on the pages of branded sites and social networks. Thanks to the proposed recommendations, the company can take a comprehensive approach to the dissemination of its own values, standards, preferences in the network, to form the necessary image that affects the financial results. The essence of related concepts to "corporate culture" is clarified and their interrelation is established. The basic principles of formation of corporate culture are generalized. It is proved that the management of corporate culture in the network meets modern market demands, it is necessary not only to maintain brand loyalty, increase sales, but also to attract investors.

У статті обґрунтовані методичні рекомендації з управління корпоративною культурою підприємства в мережі. Доведено значущість формування корпоративної культури не лише всередині підприємства, а й поширенні інформації про ці процеси назовні, зокрема на сторінках фірмових сайтів та соціальних мереж. Завдяки запропонованим рекомендаціям, підприємство може комплексно підходити до поширення власних цінностей, стандартів, переваг в мережі, формувати необхідний імідж ,що впливає на фінансові результати. Уточнено сутність споріднених понять до «корпоративної культури» та встановлено їх взаємозв’язок. Узагальнені основні принципи формування корпоративної культури. Доведено, що управління корпоративною культурою підприємства в мережі відповідає сучасним запитам ринку, необхідно не лише для підтримки лояльності бренду, збільшення обсягів продажів, але і для залучення коштів інвесторів. The article substantiates the methodological recommendations for managing corporate culture in the network. The importance of forming a corporate culture not only within the company, but also the dissemination of information about these processes outside, in particular on the pages of branded sites and social networks. Thanks to the proposed recommendations, the company can take a comprehensive approach to the dissemination of its own values, standards, preferences in the network, to form the necessary image that affects the financial results. The essence of related concepts to "corporate culture" is clarified and their interrelation is established. The basic principles of formation of corporate culture are generalized. It is proved that the management of corporate culture in the network meets modern market demands, it is necessary not only to maintain brand loyalty, increase sales, but also to attract investors.

The topic of this bachelor thesis is Corporate Culture Management. The main aim of this thesis is to analyze the current and preffered state of corporate culture and to evaluate its management. Based on the results, suggestions are presented in order to improve the current corporate culture. The state of corporate culture was analysed by the OCAI method, developed by authors R. Quinn and K. Cameron. Information about the management of corporate culture was obtained by interviewing the company management and the head of the HR department.

The motivation of this study is to analyze the impact of corporate culture, management commitment, and Human resources management on operational performance and the mediating effect on those relationships from JIT implemen-tation. A questionnaire-based survey was used to investigate the research ques-tions. Data from a sample of 410 manufacturing plants were analyzed using a Structural Equation Modeling (SEM) procedure. Study findings unveil direct effect running from corporate culture, management commitment, HRM, and JIT to operational performance. Considering the indirect effect i.e. the mediating role of JIT, findings suggesting that there is partial mediation available in the estimation. On the other hand, the direct effects of corporate culture, management commit-ment, and HRM on JIT is positive and statistically significant. It is advocated that the effective implementation of JIT in manufacturing units can contribute to increasing operational performance side by side the presence of other key organizational attributes.

The article deals with the corporate culture as a significant component for increasing the organizational effectiveness. The author analyses the specifics of organizational culture of one of the most successful American companies – «McDonalds». The necessity of the corporate culture investigation as one of the main link of a human resources management system is stated. On the basis of that analysis the author sorts out the laws of organizational culture development by the example of the prosperous American company «McDonalds». The latter has gained a significant progress in the market of public catering. Its corporate culture has a leading edge because it helps to motivate employees that has an influence on the company’s efficiency. The author supposes that examination of such an advanced company can be very helpful to gain the perspective of organizational culture management.

With the introduction of the “Belt and Road” diplomatic strategy, the nation or country along the way is rich in ecology and diverse in language and customs. It is a traditional cross-cultural research town. Based on a series of literature collation methods, this paper puts forward the concept of comprehensive culture management (TCM), which maximizes the role and intensity of corporate culture and realizes more humanization. Describes four main aspects of integrated cultural management: strategy, organizational process management, communication management, and human resource management. On the basis of comprehensive cultural management, six cultural management strategies were proposed in the context of the “Belt and Road Initiative” initiative. Through six key strategies, we will contribute to better management of corporate culture in the context of the “Belt and Road Initiative” initiative.

Kurum kültürü, organizasyonu bir arada tutan, birleştirip bütünleştiren ve diğerlerinden ayırt eden özellikler dizisidir. Kuruluşların birer kurumsal marka olabilmeleri sürecinde kurum kültürünün doğru bir biçimde oluşturulması ve geliştirilerek korunması gerekmektedir. Her kurumun ve markanın kendine ait bir kimliği, kişiliği ve dolayısıyla ile bir kurum kültürü vardır. Bu kültürün temelini ise ortak inanç ve değerler oluşturur. Değerleri tüm iç ve dış paydaşlara aktarmanın yolu ise kurumsal iletişim uygulamalarıdır.Her kurumun, kurumsal bütünleşmeyi sağlayabilmek için kuruma katılan üyelerini ortak bir kültür içinde yeniden sosyalleştirmesi gerekli görülmektedir. Çalışmada kurum kültürü ve kurumsal değerler kavramları incelenmiş ve uluslararası bir ilaç firmasında kurumsal değerlerin çalışanlara benimsetilmesine yönelik bir araştırma gerçekleştirilmiştir.Bu çalışmanın genel amacı, kurumsal değerlerin belirlenmesi ve çalışanlara aktarılması sürecinde kurumsal değerlere yönelik çalışan tutumlarını, kurumsal değerleri aktarmada kullanılan kurumsal iletişim araçlarının etkililiğini ve kurumsal değerlerin kuruma sağladığı katkıya yönelik çalışanların tutumlarını ortaya çıkarmaktır. Çalışmanın evreni, şirketin İstanbul ofisinde çalışan 132 kişidir, örneklemini ise 102 şirket çalışanı oluşturmaktadır.Anahtar kelimeler: Kurum kültürü, kurumsal marka, kurumsal iletişim, kurumsal değerler., Corporate culture is a series of characteristics which differentiates, unites, integrates, combines and holds an organization together. It is very important that corporations should create and protect a culture in the process of becoming a corporate brand. All corporations and brands have their own identity, personality and thus a corporate culture. Common beliefs and values creates the basis of this culture. The way of transferring values to both internal and external stakeholders is called corporate communication.Every organization be considered necessary to socialize their employees in a common culture to provide corporate integration. In this study, culture and corporate culture concepts are examined and a survey aiming to examine how employees of an international pharmaceutical company embrace the corporate’s values is discussed. The purpose of the study is to investigate the employee attitudes towards the corporate values, the effectiveness of corporate communication tools that are used transferring the corporate values to employees; and the employee attitudes towards the contribution of corporate values to the corporate itself. Research sample of the study consists of 102 employees who are taken out of a population of 132 employees at a company in İstanbul.Key Words: Corporate culture, corporate brand, corporate communication, corporate values.

A good corporate culture based on humanistic theory can make the enterprise’s management very effective, all enterprise’s members have strong cohesion and centripetal force. With experiential learning model, the enterprise can establish an enthusiastic learning spirit corporate culture, have innovation ability to gain the positive knowledge growth effect, and to meet the fierce global marketing competition. A case study on Trend’s corporate culture can offer the proof of industry knowledge growth rate equation as the contribution to experiential learning corporate culture management.

The article considers corporate culture as a management tool in the economic model of the activity underlying the organization of management of all factors of production (labor, materials, capital and information). Companies with well developed corporate culture are developing successfully. Weak corporate culture can become a source of deep crisis of the entrepreneurial structure. It is emphasized that the set of factors influencing the development of entrepreneurial structures must be supplemented with a factor of effective corporate culture. Reforms aimed at changes in property relations require the creation of an adequate organizational and economic mechanism for the management of corporate enterprises, taking into account current trends in the concentration and specialization of agro-industrial production. A corporate culture is presented that includes the strategic objective of the firm; Standards of personnel behavior; Structural characteristics of personnel, nature, content, working conditions and methods of its organization; Incentive system; System of personnel training. The types of corporate culture and their features are singled out, namely the culture of power, the culture of roles, the culture of tasks and the culture of individuals. The unique essence of the corporate culture, the complexity of its assessment, create certain problems in the management of corporate culture. Corporate culture provides an opportunity to competently and effectively manage the organization. A strong and solid corporate culture is a necessary attribute of a successful company, as it unites employees who identify with their organization and strive to achieve a common goal by joint efforts. In such a company, key corporate values are shared by all members of the organization, the dominant culture strongly influences the behavior of employees, the need for high structuring and formalization of the company’s activity disappears, and the turnover of staff is reduced.

Явление корпоративной культуры существовало всегда, независимо от того, осознавали это или нет ее носители. Важнейшей особенностью управления современной компанией как социальной системой является непрерывный поиск продуктивного компромисса между интересами предприятия и интересами человека. В данной статье рассмотрена сущность корпоративной культуры предприятия. На основе проведения исследования и анализа существующей корпоративной культуры конкретного предприятия были предложены мероприятия по ее совершенствованию. The phenomenon of corporate culture has always existed, regardless of whether you realize it or not its carriers. The most important feature of management of the modern company as a social system is a continuous search for productive compromise between the interests of enterprises and interests of people. In this article considered the essence of corporate culture. Based on the research and analysis of existing corporate culture of a particular company was suggested events for it improvement.

Die Forschungsarbeit untersucht den Einfluss von Unternehmensleitbildern (sowohl des "Leitbildes für verantwortliches Handeln in der Wirtschaft" als auch der internen Unternehmensordnungen und deren Substitute) auf das interne Führungsverhalten unter besonderer Berücksichtigung der Fragestellung, ob die gelebte Unternehmens- bzw. Führungskultur von Führungskräften als maßgeblicher Einflussfaktor auf ihre Entscheidungsprozesse wahrgenommen wird. Ergebnis ist die Erarbeitung und Analyse unterschiedlicher Handlungsstrategien im Umgang mit wirtschaftsethischen Dilemma-Situationen. Die gewonnenen Erkenntnisse werden auf zwei Zielebenen übertragen: 1. Implikationen für die Theorie der Ökonomischen Ethik, hier speziell für das Konstrukt des Praktischen Syllogismus, 2. Implikationen für die Praxis, hier im Besonderen bezüglich der Leitbild-Initiative, deren Mitgliedsunternehmen und Führungskräfte. Nicht primär betrachtet wird das gesellschaftliche Problem im Sinne der Reaktionsmechanismen externer Interessengruppen auf ethische Verfehlungen der Wirtschaft.:1 Einführung 1.1 Erkenntnisinteresse 1.2 Problem- und Fragestellung 1.3 Forschungsziel 2 Grundlegende theoretische Konzepte 2.1 Wirtschaftsethik 2.2 Ökonomische Ethik 2.2.1 Der Praktische Syllogismus 2.2.2 Der unparteiische Beobachter 2.2.3 Normativistischer und empiristischer Kurzschluss 2.2.4 Relevante Inkonsistenzen und empirische Bedingungen 2.2.5 Dilemma-Strukturen 2.2.6 Spielzüge, Spielregeln, Spielverständnis (I) 2.3 Unternehmensleitbilder und deren Substitute 2.3.1 Unternehmensleitbild – Begriffliche Einordnung national 2.3.2 Unternehmensleitbild – Begriffliche Einordnung international 2.3.2.1 Mission Statement 2.3.2.2 Code of Conduct und Code of Ethics 2.3.2.3 Compliance and Ethics Programs 2.3.2.4 Charta 2.3.2.5 Mission Statement als Verbund-Leitbild 2.4 Einordnung „Leitbild für verantwortliches Handeln in der Wirtschaft“ 2.5 Alleinstellungsmerkmal des „Leitbildes für verantwortliches Handeln in der Wirtschaft“ 2.6 Inkonsistenzen in Leitbildern 3 Empirisches Konzept 3.1 Forschungsweg 3.2 Aufbau des Erhebungsinstruments 3.3 Pretest und Optimierung des Erhebungsinstruments 3.4 Gewinnung der Probanden 3.5 Briefing der Interviewpartner 3.6 Rahmenbedingungen zur Operationalisierung der Interviews 3.7 Transkription 3.8 Erhebungstechnik 4 Darstellung der gewonnenen Daten 4.1 Perzeption des „Leitbildes für verantwortliches Handeln in der Wirtschaft“ 4.2 Unternehmensordnungen und deren Substitute im eigenen Unternehmen 4.3 Proklamierte vs. Gelebte Unternehmens- und Führungskultur – Aspekt I: Wahrnehmung der hauseigenen Kultur 4.4 Proklamierte vs. Gelebte Unternehmens- und Führungskultur – Aspekt II und III: Delta zwischen Ist- und Soll-Kultur und mögliche Gründe 4.5 Proklamierte vs. Gelebte Unternehmens- und Führungskultur – Aspekt IV und V: Strategien bei Werteverstoß 4.6 Dilemma-Situationen im Führungsalltag 5 Ergebnisdiskussion 5.1 Zentrale Ergebnisse im Hinblick auf das Forschungsziel 5.2 Interpretation der gewonnen Erhebungserkenntnisse 5.3 Prüfung der Arbeitshypothesen 5.4 Implikationen für die Theorie der Ökonomischen Ethik 5.4.1 Spielzüge, Spielregeln, Spielverständnis (II) 5.4.2 Vier Handlungsstrategien im Umgang mit Dilemma-Situationen 5.5 Implikationen für die Initiative „Leitbild für verantwortliches Handeln in der Wirtschaft“ 5.5.1 Implikationen für die Rolle der Leitbild-Unternehmen 5.5.2 Implikationen für die Rolle der Führungskräfte 5.6 Ausblick Anhang I – Leitbild für verantwortliches Handeln in der Wirtschaft Anhang II – Fragebogen Literaturverzeichnis

Анализируется проблема управления корпоративной культурой. Рассматриваются теоретические и практические аспекты корпоративной культуры в нефтегазовой отрасли., The problem of corporate culture management is analyzed. Theoretical and practical aspects of corporate culture in the petroleum industry are considered.

M.Com. (Business Management) The study was conducted with the purpose of finding a thorough understanding of the importance of the implementation of change within the context of the existing organizational culture. The culture of an organization can lead to a strategic myopia where leaders underestimate the changes in the external environment due to strongly held common beliefs. The paradox of planned organizational change is that the need for change develops at all levels in the organization, but the responsibility for implementing change rests with management who in themselves resists change and acts as guardians at the existing organizational culture. Managers must realize that the existing culture and the competitive needs of the organization may be in conflict, as a result of changes in the environment. Faced with pressures for change, managers will be likely to deal with the situation in ways which protect the culture from challenge. This raises difficulty when managing strategic change for it may be that the action required is outside the scope of the culture and members are required to change core beliefs and values. The findings of this study confirm the importance of the role of the existing organizational culture in the implementation of change. The lack of compatibility between the existing culture and strategic change leads to resistance to change programmes.

M.Com. The study was conducted with the express purpose of finding thorough understanding, within the framework of bus i ness management, of the concept "corporate culture" and its function as a dimension of the management process. Substantial consensus has been reached by researchers that each enterprise has its own identifiable culture and that this culture ,has a very powerful infiuence on the management process and performance of the enterprise. Uncertainty however still exists regarding the manner in which this phenomenon succeeds to influence and how it can be manipulated to the benefit of a particular concern. A fact worth noting is that few researchers followed a systems approach in their studies of "corporate culture" and its extensive influence on the management process. Many researchers see "corporate culture" only as one isolated component of business management and therefore fail to explain the exact nature and influences of this phenomenon. In order to describe and analyse the concept "corporate culture" from the perspective of business management, a holistic approach forms the basis of this study. The findings hereof confirms the importance of "corporate culture" as an essential element of the process of business management. The concept of "corporate culture" cannot be separated from the business management process. Management thinking and corporate activities are influenced by cultural values and norms. Managers therefore have to take note of this phenomenon, gain knowledge thereof and strive to integrate the proactive managing of corporate culture into overall business management, in order to enhance the performance of their enterprise.

M.Com. (Business Management) The uncertain, turbulent society we live in today, not only effects our lives but also the business we operate in. Change is taking place world wide. Is the society, in which business and the clientele operates ready for this change? What is the attributes for a successful business in the build up to the year 2000? ITC at present is going through these changes to adapt for the future, and keep its leading edge. Not only is technology leapfrogging, it is also the ability to read the consumers demand for products. To change a company, factors to consider is; culture, leadership style and motivation. The keyword to be a change agent is what personnel should adapt to and be part of there daily routine. ITC organizational culture had to change. A culture audit was done and a culture profile was developed to ascertain where ITC was in the cultural change process. Leadership is one of the most important ingredients in change. The change that took place in leadership attributed to the success in changing the culture in ITC as well as enhancing the motivation process. In both the leadership and culture profiles, performance is what the company is striving towards. Unfortunate performance is second to supportive profile where caring, helpfulness and teamwork is the dominant dimensions. If motivation is absent in the changing process, success will be very difficult to achieve. Motivation is the vehicle where a organization will achieve its goals and objectives. To satisfy the needs of personnel not only contributes to achieving the goals but also spears the individual to greater actions and self fulfilment. ITC must fulfil these needs, for managing the change process successfully motivating workers to participate in the change is the pivot for success.

D.Com. (Business Management) World wide both the military and general aviation markets have undergone drastic changes. The major reasons for the decline in the military aviation market was the advent of peace on the macro level, when the cold war between the Western coalition of the North Atlantic Treaty Organisation (NATO) and the Union of Soviet Socialist Republics (USSR) stopped abruptly (IngersolI Engineers, 1994:27). The formidable military-industrial complexes built up during the cold war years now switched their attention to the general aviation markets, which at the time were already on the decline. This caused even more hardship in the markets and the whole industry slipped into a major recession throughout Europe and the United States of America, characterised by low capacity utilisation, high unemployment and very low profit margins (IngersolI Engineers, 1994:34). South Africa, with its relatively small aviation industry, was similarly affected, forcing the few organisations still in the market to either diversify or to move into the global market (Ingersoll Engineers, 1994:46)...

M.Comm. Suid-Afrika is besig om snellende fundamentele veranderinge op politieke, ekonomiese en sosiale gebied te ervaar wat 'n wesenlike treficrag op die bedryf van ondernemings het. Vir ondernemings om te oorleef moet hulle voortdurend aanpas en derhalwe moet hulle beskik oor 'n dinamiese strategie wat deurentyd aanpas by die veranderde omgewing. `n Veranderde omgewing vereis heel dikwels herorganisasie. Lae produktiwiteit en behoeftes wat deur verbruikers gestel word soos onder andere, waarde vir geld, goeie en verbeterde dienslewering, en nuwe tegnologie is enkele faktore wat die onderneming noodsaak om voortdurend aan te pas. Strategie is 'n rasionele bestuursproses wat tot aksies lei om 'n onderneming se produkte en dienslewering aan te pas by 'n spesifieke mark of groep verbruikers. Organisasiekultuur verskaf ondersteuning aan die strategie en beinvloed die sukses tydens die implementeringsfase (Robert et a1.,1994:47). Uitvoerende bestuurders sou waarskynlik van mening wees dat die twee mees kritiese aspekte vir die ondememing in die volgende eeu die bereiking is van die diepste vlakke van kreatiwiteit en die hoogste vlaklce van produktiwiteit van hulle werknemers. In 'n wereld van globale mededinging en waar kennis en tegnologie vrylik oor internasionale grense vloei, besef bestuurders dat die enigste wyse om 'n werklike volhoubare mededingende voordeel te skep, deur die aanwending van menslike hulpbronne is. Hierdeur word maatskappye gedwing om hulle organisasiekulture en —waardes weer in oenskou te neem. Visioenere leiers besef dat werknemerselfvervulling, sosiale verantwoordelikheid en omgewingsbestuur die sleutels is tot verhoogde produktiwiteit en kreatiwiteit in die toekoms (Barret, 1998). Vele maatskappye verander hulle organisasiekulture om hulle mededingendheid te verbeter. Kliente diens, kwaliteit en werknemerbetrokkenheid is slegs enkele faktore waarop gefokus word om die organisasiekultuur ten goede te verander (Gordon, 1996:470).

The article substantiates the role of strategic re-engineering of corporate culture in increasing the level of competitiveness of a multinational logistics company and optimizing the efficiency of its activities. The main processes, principles and features of corporate culture transformation as one of the stages of re-engineering of the company's business processes are considered. The main concepts of corporate culture, management innovations, and re-engineering, which are effective tools for improving the efficiency of enterprise management, are defined. An algorithm for creating a corporate culture is proposed, including its positioning at the strategic level, as well as ensuring appropriate financial results. Corporate culture management is considered as an intangible asset that has value and creates conditions for generating income for the enterprise. In addition, it gives the company advantages by reducing conflicts, improving business relationships, reducing non-production time costs, and increasing the economic efficiency of the business. The factors influencing the level of employee involvement in work and transformation of employee behavior in accordance with the leader's strategic vision for company development and in accordance with his decisions on business re-engineering are identified. The main tasks of business process re-engineering are revealed, key directions and necessary tools for implementing the transformation of corporate culture are highlighted. The research methodology is based on methods of theoretical analysis and generalization of scientific literature and periodicals on the research topic, statistical analysis, classification and analytical method and methods for determining economic efficiency. The approach to scenario modeling of the process of managing the development of corporate culture of an enterprise based on a combination of components of culture, methods of managing it, basic values and strategies of enterprise management as a whole has been further developed, which allows taking into account the multidirectional interests of stakeholders and harmonizing them in the process of managing a multinational logistics company.

Digitalization of financial services has stimulated regulatory and regulatory concerns, technological progress, new capacities and client expectations, and has exposed the sector to competition. A dramatic, expensive, and risky turning moment challenged the conventional banking industry's viability. However, some safety and ethical difficulties still exist when it comes to the adaptation of business sustainability. Global transformation, harmonization, and convergence will be expanded, turning financial services into intelligent services in the services sector. The editorial argues that for digital transformation, we must first expand our understanding of the interactions and interrelationships that contribute to knowledge, creativity, and value creation among society's participants. Cybersecurity is a modern topic that is becoming a major concern owing to the epidemic in the industrial and service sectors. This research exposes cybersecurity strategy, formulation, management, sustainability issues, and organizational and corporate culture management in digital transformation.

Представлена концепция развития корпоративной культуры как фактора повышения конкурентоспособности компании в отрасли холодильного машиностроения. Особое внимание уделено методам управления корпоративной культуры международной компании. Рассматриваются основные направления развития системы управления корпоративной культуры международных компаний сферы машиностроения, способствующие эффективности их функционирования., The article presents the concept of development of corporate culture as a factor in increasing the competitiveness of companies in the industry of refrigeration engineering. Special attention is paid to corporate culture management of international companies. Explains the basic directions of development of corporate culture management system of international engineering companies, contributing to the efficiency of their functioning.

В данной статье производится комплексный анализ вопросов места и роли корпоративной культуры в современной системе государственного управления Российской Федерации. Выделяются определенные негативные черты, тенденции и проявления хаотично сложившейся системы управления. Определяется возможность нивелирования недостатков вследствие перехода из консервативного состояния в прогрессивное, основывающегося на становлении в полной мере действенной и эффективной корпоративной культуры. Отмечается, что корпоративная культура в системе управления складывается из двух равнозначных центров влияния: формализованного и неформализованного. В случае первого рассматривается законодательное, политическое и социальное влияние, тогда как в случае второго – внутреннее состояние управления корпоративной культурой, степень влияния на каждого государственного служащего и эффективность сложившихся норм, традиций, ценностей правил и многих других элементов, образующих корпоративную культуру. Результатом исследования стало группирование и систематизация факторов, влияющих на формирование корпоративной культуры государственных служащих в связи с оказанием конечного влияния политического фактора, законодательных основ, социальных предпосылок, а также непосредственной системы управления корпоративной культурой., his article provides a comprehensive analysis of the issues of the place and role of corporate culture in the modern system of public administration of the Russian Federation. Certain negative features, tendencies and manifestations of a chaotically developed management system are highlighted. The possibility of leveling the shortcomings due to the transition from a conservative state to a progressive one, based on the formation of a fully effective and efficient corporate culture, is determined. It is noted that the corporate culture in the management system consists of two equivalent centers of influence: formalized and non-formalized. In the case of the former, the legislative, political and social influence is considered, whereas in the case of the latter, the internal state of corporate culture management, the degree of influence on each civil servant and the effectiveness of established norms, traditions, values, rules and many other elements that form corporate culture. The result of the study was the grouping and systematization of factors influencing the formation of the corporate culture of civil servants in connection with the final influence of the political factor, legislative bases, social prerequisites, as well as the direct management system of corporate culture., Экономика и предпринимательство, Выпуск 12 (149) 2023, Pages 900-903

The article analyzes the importance of corporate culture in the company. The main structural elements of corporate culture are identified. It is established what features are situational factors on the organizational culture implemented in the company. Corporate culture is formed under the influence of natural and directed factors. The first are the external environment in which the organization operates, including social norms, market and economic situation, the place of organization in society. The second group of factors that produce the company’s culture are purposeful actions of management and employees. Situational factors under the influence of which the corporate culture in business currently operates influence the behavior of both the individual employee and the team as a whole. In the most effective organizations, culture supports and promotes the goals and strategies of the company. Standards and expectations help employees work to achieve company success. It is also noted that for the maintenance and development of corporate culture in the context of the COVID-19 pandemic, such components as corporate values, the role of leader and the brand of the employer are important. Corporate values, which are spelled out in internal documents and transmitted to employees on a periodic basis, form the company’s reputation. Leadership serves as a behavioral guideline in the activities of the company’s employees, allows to increase their productivity. The brand of the employer is an important factor that determines the external and internal image of the organization in the long run. It is suggested that in order to improve the existing or form a new corporate culture, the company should conduct a detailed analysis of changes in the organization, eliminate outdated practices that have lost their meaning and get feedback from employees on the main key elements of a new or improved corporate culture. Corporate culture management is an important element in the life of the company. Diagnosis of corporate culture allows you to determine the strength of the company’s culture, which, in turn, makes it possible to predict the stability of the company under the influence of external and internal destructive factors.

В статье рассмотрены наиболее популярные методы исследования корпоративной культуры. Выявлены возможности применения этих методов, а также их достоинства и недостатки. Указано, что предпочтительным является использование количественных методов, которые позволяют более наглядно доказать воздействие корпоративной культуры на ключевые показатели эффективности деятельности предприятия. Выделены методы исследования культуры организации в зависимости от параметров, являющихся центральными элементами исследования. Указаны наиболее распространенные методики для выявления преобладающего типа корпоративной культуры, моделирования ее будущего типа. Раскрыты подходы к изучению корпоративной культуры. Сделан вывод о том, что своевременная диагностика культуры организации является одним из инструментов в решении важнейших стратегических задач высшего руководства организации. Отмечено, что оптимальное сочетание методов и подходов в исследовании корпоративной культуры обеспечит получение достоверной информации, использование которой позволит повысить отдачу персонала и будет способствовать повышению эффективности и конкурентоспособности организации. Большинство руководителей крупнейших организаций, стремящихся улучшить управление корпоративного поведения «автоматически» переносят на соответствующие западные методы, часто не приспосабливаясь к существующим в организации условиям. Такой подход неверен, не позволяет учесть специфику, что снижает эффективность методов, положительно зарекомендовавших себя на Западе. Проблема осложняется тем, что отечественных разработок в этой области недостаточно, и как показывает практика, не все предприниматели способны адаптировать имеющиеся зарубежные методики в области управления корпоративной культурой. The article considers the most popular methods for studying corporate culture. The possibilities of using these methods, as well as their advantages and disadvantages, are revealed. It is indicated that it is preferable to use quantitative methods that make it possible to more clearly prove the impact of corporate culture on key performance indicators of an enterprise. Methods for studying the culture of an organization are identified depending on the parameters that are the central elements of the study. The most common methods for identifying the prevailing type of corporate culture and modeling its future type are indicated. Approaches to the study of corporate culture are disclosed. It is concluded that timely diagnostics of the organization's culture is one of the tools in solving the most important strategic tasks of the organization's top management. It is noted that the optimal combination of methods and approaches in the study of corporate culture will provide reliable information, the use of which will increase the efficiency of personnel and will increase the efficiency and competitiveness of the organization. Most of the leaders of the largest organizations seeking to improve the management of corporate behavior "automatically" transfer to the appropriate Western methods, often without adapting to the conditions existing in the organization. This approach is incorrect, it does not allow taking into account the specifics, which reduces the effectiveness of methods that have proven themselves in the West. The problem is complicated by the fact that domestic developments in this area are not enough, and as practice shows, not all entrepreneurs are able to adapt existing foreign methods in the field of corporate culture management.

Modern business conditions contribute to the consideration of the concept of "corporate culture" as one of the main elements of the personnel management system. Today, corporate culture is of great importance as a set of features that determine the individuality of each enterprise. The culture of the enterprise is a system of values, a philosophy shared by all employees of the enterprise. The philosophy of the enterprise is formed by traditions, symbols, rituals, legends clear to all employees by which they are guided in daily activity owing to the internal conviction. At the same time, the problem of the influence of international and do-mestic experience on the formation of corporate culture of domestic enterprises requires more detailed study, which determines the relevance of further research. The article examines the world and domestic experience in the formation of corporate culture, analyzes the essence of the concept of corporate culture. The classification of types of corporate culture by the degree of mutual adequacy, by the degree of conformity of the hierarchy, by the content of the dominant values in the organization and depending on the nature of influence is given. The reasons for the unsatisfactory state of implementation of the national corporate culture are clarified. Basic levels and elements of corporate culture are determined. The functions of corporate culture in modern conditions are substantiated. New types of corporate cultures in modern business have been formed. The best examples of components of corporate culture of domestic IT-enterprises are given. It is determined that the key factors that are taken into account in the formation of corporate culture should be: national characteristics, with their negative and positive characteristics, the need to up-date senior management by creating motivational systems and conditions for career growth of young qualified professionals, the need to improve economic methods management. The results of the study can be applied in the process of forming the corporate culture of a modern enterprise.Keywords: corporate culture, management system, labor resources, IT-enterprises, values. У даній оглядовій статті проведено дослідження світового та вітчизняного досвіду формування корпоративної культури, проаналізовано сутність поняття корпоративна культура. Дана класифікація видів корпоративної культури за ступенем взаємоадекватності, за ступенем відповідності ієрархії, за змістом домінуючих в організації цінностей та в залежності від характеру впливу. З'ясовано причини незадовільного стану впровадження національної корпоративної культури. Визначено базові рівні та елементи корпоративної культури. Обґрунтовано функції корпоративної культури в сучасних умовах. Сформовано нові типи корпоративних культур в сучасному бізнесі. Наведено кращі приклади складових корпоративної культури вітчизняних IT-підприємств. Визначено, що ключовими факторами, які враховуються при формуванні корпоративної культури повинні бути: національні особливості, з їх негативними і позитивними характеристиками, необхідність оновлення вищої ланки управління за рахунок створення мотиваційних систем та умов для кар'єрного зростання молодих кваліфікованих фахівців, необхідність вдосконалення економічних методів управління.Ключові слова: корпоративна культура, система управління, трудові ресурси, IT-підприємства, цінності.

Excellence in corporate culture is the key to achieving sustainable business development. Sustainability can be a source of success, innovation and profitability for a company, driving the achievement of low-carbon goals for transport infrastructure enterprises. The aim of this study is to examine the relationship between corporate culture and corporate sustainability from the perspective of transport infrastructure enterprises, and to identify which corporate culture factors may have an impact on the sustainable low carbon development of transport infrastructure enterprises. To achieve this, we constructed a structural equation model based on 351 cases in Hunan Province and examined the relationship between corporate culture and sustainable low-carbon development using partial least squares structural equation modeling. The findings suggest that corporate values and corporate culture management capabilities play an important role in promoting sustainable development of transport infrastructure enterprises at the economic and low-carbon levels.

Тема выпускной квалификационной работы: «Формирование и поддержание корпоративной культуры предприятия недвижимости». Данная работа посвящена разработке мероприятий по усовершенствованию корпоративной культуры агентства недвижимости. В процессе исследования были решены следующие задачи: 1. Изучение сущности корпоративной культуры компании, а также определение значимости в развитии организации. 2. Обзор методов управления корпоративной культурой. 3. Исследование корпоративной культуры ООО АН «ИТАКА». 4. Разработка рекомендаций и мероприятий по усовершенствованию системы мотивации, в Ñ†ÐµÐ»ÑÑ ÑƒÐºÑ€ÐµÐ¿Ð»ÐµÐ½Ð¸Ñ корпоративной культуры агентства недвижимости. 5. Оценка экономической эффективности Ñ€Ð°Ð·Ñ€Ð°Ð±Ð¾Ñ‚Ð°Ð½Ð½Ñ‹Ñ Ð¼ÐµÑ€Ð¾Ð¿Ñ€Ð¸ÑÑ‚Ð¸Ð¹ и Ð¿Ñ€ÐµÐ´Ð»Ð¾Ð¶ÐµÐ½Ð½Ñ‹Ñ Ñ€ÐµÐºÐ¾Ð¼ÐµÐ½Ð´Ð°Ñ†Ð¸Ð¹.Работа выполнялась в агентстве недвижимости «Итака». В Ñ Ð¾Ð´Ðµ работы была рассмотрена организационная структура персонала, определена составляющая корпоративной культуры агентства. В Ñ Ð¾Ð´Ðµ исследования были выявлены недостатки существующей системы мотивации, которая негативно отражалась на корпоративном Ð´ÑƒÑ Ðµ сотрудников. Результатом работы стала разработка для ООО АН «ИТАКА» рекомендаций и мероприятий для увеличения лояльности сотрудников, в Ñ†ÐµÐ»ÑÑ ÑƒÐºÑ€ÐµÐ¿Ð»ÐµÐ½Ð¸Ñ корпоративной культуры компании с использованием модернизированной системы мотивации. Также была проведена оценка эффективности предложенной системы, которая показала экономическую целесообразность применения., The subject of the graduate qualification work is “Forming and supporting the corporate culture of the real estate enterprise”. The given work is devoted to the development of measures to improve the corporate culture of a real estate agency. In the process of this research, the following tasks were solved: 1. Studying the essence of the corporate culture of the company, as well as determining the significance in the development of the organization. 2. Review of corporate culture management methods. 3. Research of the corporate culture of LLC REA "ITAKA". 4. Development of recommendations and measures to improve the motivation system in order to strengthen the corporate culture of the real estate agency. 5. Evaluation of the economic efficiency of the developed measures and proposed recommendations. The work was carried out in the “Itaka” real estate agency. In the course of the work, the organizational structure of the personnel was considered, and the component of the agency's corporate culture was determined. The study revealed the shortcomings of the existing system of motivation, which had a negative impact on the corporate spirit of employees. The result of the work was the development of recommendations and measures for LLC REA "ITAKA" to increase the loyalty of employees, in order to strengthen the corporate culture of the company using a modernized motivation system. An evaluation of the effectiveness of the proposed system was also carried out, which showed the economic feasibility of the application.

Kutatásunk célja a vállalati társadalmi felelősségvállalást befolyásoló tényezők hatásainak elemzése. Kvantitatív vizsgálatot folytattunk, melynek megalapozása során a vezetői személyiség, a vállalati kultúra és a humán menedzsment működési sajátosságait elemeztük. A kutatás 2020 őszén zajlott Magyarországon. Vállalati vezetők és HR szakemberek töltötték ki kérdőívünket, számítógéppel támogatott adatgyűjtést végeztünk. A kapott 37 választ a kismintára érvényes statisztikai szabályok szerint elemeztük. Eredményeinket a COVID-19 járvány hatásai befolyásolták, a vállalati CSR tevékenység a recesszió hatására háttérbe szorult, de a vezetők attitűdje nem változott, csak a lehetőségek szűkültek. Corporate Culture, Management Personality, HR Organization and Corporate CSR Activities I. Our research aims to analyze the effects of factors influencing corporate social responsibility. We conducted a quantitative study, in the course of which we explored the operational characteristics of the managerial personality, the corporate culture and human resource management. The research took place in the autumn of 2020 in Hungary. Company executives and HR professionals completed our questionnaires, and we conducted computer-assisted data collection. The 37 responses received were analyzed according to the statistical rules applicable to the small sample. Our results were affected by the effects of the COVID-19 epidemic. Corporate CSR activity was pushed into the background due to the recession, but the attitude of managers did not change, only the opportunities narrowed. Keywords: social responsibility, managerial personality, HR activity, corporate culture

Organizational principles of the functional configuration of corporate culture management. The algorithm of functional configuration of the interaction and integration of financial control and corporate culture in a chaotic environment. It was proposed to identify the company’s specific character with relevant determinants in 4 areas - the dynamics of the external environment, the pressure of the external environment, the business specificity and staff specific character. A road map of company’s specifics research, which affects the functional organization of financial control and corporate culture management has been formed. Methodological principles defined for the election of the organizational approach (centralization, mixed and decentralization) and the combination of 5 possible functional links of corporate culture management.

Kutatásunk célja a vállalati társadalmi felelősségvállalást befolyásoló tényezők hatásainak elemzése. Kvantitatív vizsgálatot folytattunk, melynek megalapozása során a vezetői személyiség, a vállalati kultúra és a humán menedzsment működési sajátosságait elemeztük. A kutatás 2020 őszén zajlott Magyarországon. Vállalati vezetők és HR szakemberek töltötték ki kérdőívünket, számítógéppel támogatott adatgyűjtést végeztünk. A kapott 37 választ a kismintára érvényes statisztikai szabályok szerint elemeztük. Eredményeinket a COVID-19 járvány hatásai befolyásolták, a vállalati CSR tevékenység a recesszió hatására háttérbe szorult, de a vezetők attitűdje nem változott, csak a lehetőségek szűkültek. Corporate Culture, Management Personality, HR Organization and Corporate CSR Activities I. Our research aims to analyze the effects of factors influencing corporate social responsibility. We conducted a quantitative study, in the course of which we explored the operational characteristics of the managerial personality, the corporate culture and human resource management. The research took place in the autumn of 2020 in Hungary. Company executives and HR professionals completed our questionnaires, and we conducted computer-assisted data collection. The 37 responses received were analyzed according to the statistical rules applicable to the small sample. Our results were affected by the effects of the COVID-19 epidemic. Corporate CSR activity was pushed into the background due to the recession, but the attitude of managers did not change, only the opportunities narrowed. Keywords: social responsibility, managerial personality, HR activity, corporate culture

В статье рассмотрены теоретические и практические вопросы развития промышленных предприятий в современных условиях. Основной целью является исследование проблем, особенностей функционирования и разработка направлений развития предприятий промышленности. В исследовании использованы современные методы сбора и статистической обработки исходной информации, в частности метод аналитических группировок, метод классификаций и типологий, метод экспертных оценок, методы экономического, ситуационного и системного анализа. В работе рассмотрены вопросы, связанные с анализом динамики индексов промышленного производства по видам экономической деятельности и в разрезе субъектов Российской Федерации. Проанализирована производственная специализация региона. Представлены результаты оценки факторов, ограничивающих развитие промышленных предприятий. Отмечены подходы к формированию промышленной политики. Выделены проблемы и направления развития промышленных предприятий. Обоснована необходимость применения гибких технологий управления. Сформулированы направления реализации гибких технологий управления на промышленных предприятиях, заключающиеся в трансформации организационной и производственной структуры, корпоративной культуры, стилей и методов управления, применении принципов самоорганизации и саморазвития производственно-экономических систем. Значимость результатов исследования заключается в том, что основные положения и выводы могут быть использованы при формировании механизма и комплекса мероприятий, направленных на развитие промышленных предприятий в условиях трансформации экономики. Разработанные рекомендации и методические положения могут быть использованы при разработке концепции и стратегий развития предприятий с целью их повышения конкурентоспособности на российских и зарубежных рынках. Реализация разработанных рекомендаций позволит обеспечить рост конкурентных преимуществ, устойчивое функционирование и развитие промышленных предприятий., The article deals with theoretical and practical issues of the development of industrial enterprises in modern conditions. The main goal is to study the problems, peculiarities of functioning and work out directions for the development of industrial enterprises. The research uses modern methods of collecting and statistical processing of initial information, in particular, the method of analytical groupings, the method of classifications and typologies, the method of expert assessments, methods of economic, situational and system analysis. The paper considers issues related to the analysis of the dynamics of industrial production indices by type of economic activity and in the context of the subjects of the Russian Federation. The industrial specialization of the region is analyzed. The results of the assessment of factors limiting the development of industrial enterprises are presented. Approaches to the formation of industrial policy are noted. The problems and directions of development of industrial enterprises are highlighted. The necessity of using flexible management technologies is justified. The directions of implementation of flexible management technologies at industrial enterprises are formulated, which consist in the transformation of the organizational and production structure, corporate culture, management styles and methods, the application of the principles of self-organization and self-development of production and economic systems. The significance of the research results lies in the fact that the main provisions and conclusions can be used in the formation of a mechanism and a set of measures aimed at the development of industrial enterprises in the conditions of economic transformation. The authors` recommendations and methodological provisions can be used to work out the concept and strategies for the development of enterprises in order to increase their competitiveness in the Russian and foreign markets. The implementation of these recommendations will ensure competitive advantages, sustainable functioning and development of industrial enterprises., Бизнес. Образование. Право, Выпуск 4 (57) 2021

В статье рассмотрены основные направления влияния пандемии COVID-19 на развитие корпоративной культуры современных компаний. Аргументированы методы рационализации управления корпоративной культурой в условиях преодоления последствий глобального кризиса. Основными направлениями совершенствования корпоративной культуры, рассматриваемыми в статье, являются развитие специальных механизмов организационного менеджмента для персонала, задействованного на условиях удаленной занятости., The article considers the main directions of the impact of the COVID-19 crisis on the development of the corporate culture of modern companies. The main directions of rationalization of corporate culture management in the context of overcoming the consequences of the global pandemic crisis are reasoned. The main directions of improving the corporate culture, considered in the article, are the development of special mechanisms of organizational management for personnel involved in remote employment., Экономика и управление: научно-практический журнал, Выпуск 3 (159) 2021, Pages 166-169

The peculiarities of the corporate culture formation of socially responsible metallurgical enterprises are depicted and the scientific and practical recommendations for their management in terms of sustainable innovation are developed in the article. The authors consider the views of scholars on the nature and structure of corporate culture. Norms and values are the most important elements of any organization. It is important to divide the values according to the degree of their acceptance in the organization for the company's corporate culture management: publicly recognized (proclaimed, mastered, supported), actual and desired values. The company's corporate culture is as a complex dynamic hierarchical system consisting of formal (mission, vision, values embodied in the company's practice) and informal (social relationships, role models, rituals, important stories in the company) components that change under the influence of the internal and external environment of the company. This system is closely linked to corporate social responsibility. A corporate culture, which does not have the values of social responsibility and is not aimed at stimulating technological, marketing, social or managerial innovations, cannot achieve sustainable positive social dynamics. The authors have analysed the corporate social responsibility, elements of corporate culture and strategic development of metallurgical enterprises of the METINVEST Group. In recent years, the main efforts of companies have been focused on environmental goals of sustainable development, namely the modernization of enterprises. In order to achieve sustainable innovation and implementation of safety values and care for the environment, metallurgical enterprises need to develop an innovative culture, including stimulating the development of sustainable innovation and innovators among staff, strengthen the implementation of a set of programs that promote modernization in production and environmental aspects, projects aimed at improving the overall environmental situation and raising living standards in the cities of presence.

(ProQuest: ... denotes formulae omitted.)IntroductionThe modern world is characterized by increasing chaos and uncertainty. As a result, the economy is becoming turbulent, volatile, dynamic and prone to crisis. The current global economic and financial crisis constantly escalates. In this context, Stiglitz stressed [Stiglitz 2012] that after every crisis there was an explanation that contradicted the next crisis or at least it showed that the previous explanation was inadequate. The result is an increase in state outlined risks at the international, country and company levels. Management control of corporate culture can be a powerful tool in stabilizing the chaotic environment [Kuznetsova 2011]. In author's opinion the role of information in the functioning of society, which is always important, has dramatically increased with the development of ICT and their expansion into all areas of life [Żelazny 2015].It is important to form the assessment results not only of its current state, but also of the trends and prospects of development that helps to make the informed management decisions aimed at addressing problematic issues and weaknesses in the corporate culture management and take advantage of the company. Therefore, it is an urgent need to diagnose corporate culture as an object of management control and a subject of profitability and stable growth through the launch of cultural control mechanisms.The research aim is to create a model of corporate culture diagnostics for simulation in management control. This model must provide comprehensive diagnosis of the corporate culture condition by: 1) the 3 structure levels (basic underlying assumptions, espoused beliefs and values, visual artifacts); 2) intensity of display of the functions that define the purpose of corporate culture for the company. The objective of using this model is to increase the efficiency of corporate culture as an additional quality tool of profitability and stability of the company.To answer the research questions described above the paper is organized as follows. In the section 'theoretical background' is described the existing research on corporate culture and includes the literature review of corporate culture diagnostics and the levels and indicators of corporate culture diagnostics. In the next section the research method is selected. This is followed by the description of the model of corporate culture diagnostics defining the levels and indicators of assessment. The most important research results are introduced in the successive part. The key contributions are presented in the concluding section.1. Theoretical backgroundA preliminary study of the literature [Bozeman, Kingsley 1991; Mohan 1993; Levin, Gottieb 2009; Schein 2009; Levy, Lammare, Twining 2010; Cameron, Quinn 2011; Jackson 2011] has helped to define the most fundamental research issues of corporate culture diagnosis in international science including the clinical research method [Schein 2009] and the method of corporate culture diagnosis [Cameron, Quinn 2011]. It is necessary to evaluate these developments critically in terms of their effectiveness under the current conditions of formation of the knowledge-driven economy in the world, information support of society and general instability of the economic system.Schein [2009] proposed to investigate corporate culture with the use of clinical research. While doing so, he draws attention to the fact that only this method can detect group members' deep understanding. According to Schein, effectiveness of culture is determined in accordance with formation of its components as follows: level 1 is the basis of corporate culture which includes the basic underlying assumptions fundamental for external manifestation and determining espoused beliefs and values as well as visual artifacts; level 2 is espoused beliefs and values which are based on the basic underlying assumptions and create visual artifacts; level 3 is visual artifacts: the rules and norms of behavior which are established based on the declared values. …

Управление корпоративной культурой в компании является важным элементом управления персоналом. Одной из функций управления выступает оценка управляемого объекта.Статья содержит инструмент для оценки корпоративной культуры в организации, который может быть использован в любой компании. Из всего комплексаспособов проведения оценкикорпоративной культуры автором был выбранодин из самых доступных-оценка посредством удовлетворенности сотрудников отevent-мероприятий компании.Вкачестве метода авторпредлагает такойспособоценки, как анкета. Статья содержит формулировки вопросов и ответов на анкету, что позволяет использовать ее вдругихкомпаниях. Автором проведеноисследование на одном из предприятий Свердловской области с использованием предлагаемой анкеты.Исследование проводилось методом основного массива, опрошено 118 человек из 150 человек персонала. Оценка показала, что несмотря на то, что все 100 опрошенных удовлетворены работой в компании, только две трети считают, что корпоративная культура хорошо развита, выявлены недостатки системы мотивации персонала,представлены основные задачиevent-менеджмента.В статьепроанализированыполученныерезультаты, на их основеавторомсделанывыводы, определены направления совершенствования работы., Corporate culture management is an important element ofHR-management in the company.The control objectsassessment isone of the control functions. The article contains a tool for the corporate culture assessing, which can be used in any company.The author chose one of the most affordable from the whole range of methods for assessing corporate culture - an assessment through the employeessatisfaction with the companysevents.The author offers such a method as a questionnaire. The article contains the wording ofquestionnairesquestions and answers, which allowsusingit in other companies. The author conducted a studyusing the proposed questionnaireat one of the enterprisesinSverdlovsk region. The study was conducted by the main array method, 118workersout of 150 were interviewed. The assessment showed that despite the fact that all 100 of respondents are satisfied with the work in the company, only two-thirds believe that the corporate culture is well developedthemotivation systemsshortcomings are identified, and the mainevent managementtasks are presented. The article analyzes theobtainedresultsthe author identifies areas forworkimproving., №6 (2020)

У статті проаналізовано показники майнового стану підприємств машинобудування. Щоб визначити ефективність управління корпоративною культурою на підприємствах машинобудування, необхідно здійснити аналіз показників майнового стану. Визначено що майно підприємств машинобудування може бути використане у внутрішньому обороті або поза їх межами – направлено на погашення дебіторської заборгованості, вкладеним в цінні папери або залученим в оборот інших підприємств у вигляді інвестиційних надходжень. Виокремлено та проаналізовано показники майнового стану: валюта балансу, середня величина основних засобів, фондоозброєність та фондовіддача основних фондів, частка основних засобів в активах, коефіцієнт зносу основних засобів, коефіцієнт оновлення основних засобів, коефіцієнт мобільності активів. Виявлено, що від їх величин та розміру залежать обсяги діяльності підприємств машинобудування, рівень ліквідності та платоспроможності. Доведено, що стійке фінансове та ринкове положення підприємств машинобудування є кращим показником якісно розробленої та грамотно реалізованої стратегії. З’ясовано, що показники майнового стану впливають на розмір прибутку підприємств машинобудування, кредитний рейтинг, репутацію та імідж підприємств, якість продукції, рівень цін на продукцію, мотивацію праці та моральний дух персоналу, стан та ефективність корпоративної культури. Виявлено що на підприємствах машинобудування існує тенденція до зниження валюти балансу, коефіцієнта середньої величини основних засобів, зменшення коефіцієнта фондоозброєності, збільшення рівня фізичного зносу основних фондів, відтік робочої сили, зменшення коефіцієнта мобільності активів, що негативно впливає на стан корпоративної культури на підприємствах, що аналізувалися. Управління корпоративною культурою є дієвим тільки у випадку вірно розробленої стратегії корпоративної культури, яка сприяє підвищенню шансів на успіх підприємствам машинобудування. Фінансові показники майнового стану зростають, а робітники враховують це підприємство кращим місцем своєї роботи., The indicators of property status of mechanical engineering enterprises have been analyzed int this article. In order to determine the effectiveness of corporate culture management at the machine-building enterprises, it is necessary to analyze the indicators of property status. It has been determined that the property of machine building enterprises can be used in internal circulation or outside of it - directed to repay the receivables invested in securities or involved in the turnover of other enterprises in the form of investment income. The indicators of the property status have been distinguished and analyzed: balance currency, average value of fixed assets, capital assets and return on capital assets, fixed assets in assets, depreciation factor of fixed assets, factor renewal of fixed assets, factor of asset mobility. It has been revealed that the volume of activity of the enterprises of mechanical engineering, liquidity and solvency depends on their size and size. It has been proved that stable financial and market position of the enterprises of mechanical engineering is the best indicator of a well-developed and competently implemented strategy. It was determined that the indicators of the property status affect the size of the profit of the enterprises of mechanical engineering, credit rating, reputation and image of enterprises, quality of products, the level of prices for products, motivation of work and the morale of the staff, the status and efficiency of corporate culture. It has been revealed that there is a tendency in the machine-building enterprises to reduce the currency of the balance sheet, the coefficient of average value of fixed assets, decrease of the coefficient of capital assets, increase of physical depreciation of fixed assets, outflow of labor force, decrease of the coefficient of mobility of assets, which negatively affects the state of corporate culture in the analyzed enterprises. Managing corporate culture is effective only in the case of a well-developed strategy of corporate culture, which contributes to increasing the chances of success for machine-building enterprises. Financial indicators of property status are increasing, and workers consider this enterprise the best place for their work., В статье проанализированы показатели имущественного состояния предприятий машиностроения. Чтобы определить эффективность управления корпоративной культурой на предприятиях машиностроения, необходимо провести анализ показателей имущественного положения. Определено, что имущество предприятий машиностроения может быть использовано во внутреннем обороте или за их пределами - направлено на погашение дебиторской задолженности, вложенным в ценные бумаги или вовлеченным в оборот других предприятий в виде инвестиционных поступлений. Выделены и проанализированы показатели имущественного состояния валюта баланса, средняя величина основных средств, фондовооруженность и фондоотдача основных фондов, доля основных средств в активах, коэффициент износа основных средств, коэффициент обновления основных средств, коэффициент мобильности активов. Выявлено, что от их величин и размера зависят объемы деятельности предприятий машиностроения, уровень ликвидности и платежеспособности. Доказано, что устойчивое финансовое и рыночное положение предприятий машиностроения является лучшим показателем качественно разработанной и грамотно реализуемой стратегии. Установлено, что показатели имущественного состояния влияют на размер прибыли предприятий машиностроения, кредитный рейтинг, репутацию и имидж предприятий, качество продукции, уровень цен на продукцию, мотивацию труда и моральный дух персонала, состояние и эффективность корпоративной культуры. Выявлено что на предприятиях машиностроения существует тенденция к снижению валюты баланса, коэффициента средней величины основных средств, уменьшение коэффициента фондовооруженности, повышение уровня физического износа основных фондов, отток рабочей силы, уменьшение коэффициента мобильности активов, негативно влияет на состояние корпоративной культуры на предприятиях, которые анализировались. Управление корпоративной культурой является действенным только в случае правильно разработанной стратегии корпоративной культуры, которая способствует повышению шансов на успех предприятиям машиностроения. Финансовые показатели имущественного состояния растут, а рабочие учитывают это предприятие лучшим местом своей работы.

With the continuous development of the times, the management mode of enterprises is constantly innovating. Nowadays, corporate culture has become the focus of people's attention. Corporate culture can reflect the core values of enterprises, and based on corporate culture, it can promote the exploration of management models, improve the effectiveness of business management and promote comprehensive management. This paper analyzes the relationship between corporate culture and corporate management by analyzing the corporate culture model with corporate culture as the core, and analyzes the limitations of corporate culture management model. Based on the limitations, it proposes a corporate culture model with corporate culture as the core.

Purpose– The purpose of this paper is to seek to contribute to the field of workplace play by introducing the notion of social ludic activities (SLAs) as a specific form of play in organizations.Design/methodology/approach– The conceptualization of SLAs is built upon insights from the practice and organizational play literatures.Findings– SLAs can be deployed not only for productively engaging with work but also as an instrument to resist authority, boycott work or challenge firm contingencies. The particular enactments of SLAs may be influenced by how employees perceive and interpret the organizational climate (i.e. corporate culture, management style, job design and task complexity, and intra-firm interactions) in which they are embedded.Practical implications– The recognition that emergent forms of play may be conducive to the generation of valuable outcomes without managerial intervention can save managers’ time and efforts required for dealing with potential employees’ resistance. Taking advantage from spontaneous manifestations of play implies understanding the logic of players and creating favorable corporate contexts for the emergence of SLAs rather than attempting to interfere in the natural experiences of flow.Originality/value– SLAs are conceived as an alternative form of organizational play that is a priori unselfconscious and emergent, inherits autotelic and rational dimensions from prior views of play, draws upon practice insights, and represents the employee perspective.

В статье исследованы проблемы диагностики корпоративной культуры на предприятиях пищевой промышленности Саратовской области. Изучены теоретические основы и нормативная база, выявлены ключевые задачи управления корпоративной культурой. Цель подготовки статьи изложение результатов мониторинга корпоративной культуры 18 крупных и средних предприятий. В процессе работы был использован ряд специфических методов: монографический, экспертный, уровневая модель диагностики «Луковица», анкетирование. Рабочая гипотеза заключалась в том, что нередко руководство компаний подходит к корпоративной культуре с формальных позиций, лишь создавая и контролируя административные процедуры. При этом остаются незатронутыми глубинные «слои луковицы». Это ведет к организационным и психологическим трудностям, нарушению деловых коммуникаций, снижению производительности труда, высокой текучести кадров и росту затрат на обучение вновь принятых на работу сотрудников. Экспериментально было выявлено, что новые работники слабо представляют сущность корпоративной культуры, воспринимая за ее проявления лишь регламенты, стандарты и символику. Авторами были разработаны и предложены критерии оценки методов управления и балльная шкала измерения социального эффекта мероприятий диагностики корпоративной культуры, обоснована необходимость переосмысления сущности данного явления самим руководством с целью повышения эффективности и устойчивости функционирования крупных и средних предприятий, Problems of corporate culture diagnostics in the food enterprises located in the Saratov region have been studied in the article, as well as theoretical and regulatory framework. They are identified overarching aims of corporate culture management. The purpose of the article is a statement of the results of corporate culture monitoring in 18 large and medium-sized enterprises. In the process, a number of specific methods were used: monographic, expertise, diagnostic level model "Bulb", survey. The working hypothesis was in that the management companies often regard a corporate culture from a formal position, overseeing the administrative procedures. At the same time deep "layers of a bulb" remain unaffected. It leads to organizational and psychological difficulties, disruption of business communications, lower productivity, high employee turnover and to escalation of costs for training newly recruited employees. It has been revealed experimentally that the employees have trouble picturing corporate culture, seeing for its manifestation only regulations, standards and symbols. The authors have developed and have proposed criterion of estimation the management methods and point scale to estimate social impact of corporate culture diagnostics activities. The necessity of rethinking the nature of this phenomenon by headquarters in order to improve the efficiency and sustainability of the large and medium-sized enterprises is grounded

Russian organizations have undergone significant changes since the 1990s. A new generation of Russian managers has come to the fore in Russia, who are eager to learn and open to Western knowledge. In turn, Western multinationals have also learned the fundamentals of doing business in Russia. How these developments are reflected in today's operations of Western multinationals in Russia remains – albeit with a few exceptions – largely unexplored in the academic literature. To address this gap, this paper explores what are the organizational practices and how do Western multinationals utilize them when striving to succeed in today's Russia. Based on two explorative case studies and 64 personal interviews with top and line managers it identifies four organizational practices, such as management training, corporate culture management, intercultural and linguistic training, and HRM practices, and two internalization mechanisms, such as boundary spanning, and reliance on local competence. The analysis elucidates important changes that have occurred in Western-Russian business relations and underscores important practical implications.

A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set in 2006 when a top retailing executive recalls the important watershed period of 1996-97 when the expatriate managers in charge of setting up the first hypermarkets encountered great difficulties with their new Polish recruits. The managers were not succeeding in transferring the practices and routines that were an essential part of their business model on the home market in France: their Polish employees displayed work attitudes that were the contrary of the initiative and responsibility for enlarged jobs that characterized employees back home. This situation called into question the very viability of their business model in Poland. The case poses very clearly the question of what actions the expatriate managers should decide to take to ensure the store launchings in Poland and future growth. The issues raised concern global versus multi-domestic internationalization strategies, business models, paradigms, corporate culture, management of expats, knowledge transfer and the link between strategic implementation and organizational behavior.

現代的ビジネスリスクマネジメントの目的は、企業経営にかかわるロス最小化とチャンスの不確実性のマネジメントによる企業価値向上にある。本稿の問題意識は、企業価値最適化の源泉がどこにあるのかという点である。本稿はこの問題をリスクマネジメントと戦略の連動の視点から考察している。検討により明らかになったのは、企業価値に重大な影響を与えるのは企業の無形資産であり、しかもそのうち特に最優先されるべき資産として知的資産に関するロスやチャンスの可能性であった。さらに、知的資産の中でも特に、内部環境に含まれる企業理念や企業文化、経営者の誠実性や倫理観、リスクマネジメント文化が最重要な見えざる資産である点がわかった。ところが、組織資産を中心とする知的資産のみが企業価値に最大のインパクトを与えるのかという点について事例を含め検討すると、知的資産とりわけ組織資産と戦略との連動がないと企業価値向上の実現は困難である点が明らかとなった。終章では、企業価値を向上させるための考慮事項を組織資産と戦略の連動面から分析し、企業価値の向上に結びつくリスクと戦略とをベースにした戦略的リスクマネジメントのフレームワークを示している。, The objective of modern risk management is to increase the corporate value by the management of the uncertainty of both loss and chance concerning corporate behavior. This article will examine the source of value driver of optimization of corporate value from perspectives of risk management and corporate strategy. As a result of analysis in this article, we will conclude that the most significant value driver is an organization assets in intangible assets such as corporate philosophy, corporate culture, management integrity and ethical value, risk management culture etc. But we will have a final conclusion after the analysis in some case study that linkage between organization assets and corporate strategy is most important value driver of corporate value. Finally, we will show strategic risk management framework to optimize corporate value by taking account of linkage between organization assets and corporate strategy.