Search

In this paper we examine the effects of different components of corporate culture on two different categories of action in both routine and jolted environments. Data were collected on a heterogeneous sample of 54 corporations in the San Francisco Bay Area. We examined how the values, knowledge, and practices dimensions of corporate culture influenced actions to prepare for responding to future earthquake disasters and actions to mitigate or reduce future physical and associated earthquake losses. The findings show that corporate earthquake culture is a multidimensional concept, that varied elements of culture function to impact corporate action differently is distinct organizational environments, and that culture's impact on organizational action is contingent on the type of action being considered. [ABSTRACT FROM AUTHOR]