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The paper analyses the mechanism, that is, the way in which organisational culture impacts corporate entrepreneurship. Additionally, the paper analyses the direction of this impact, that is, the assumptions, values, and norms through which culture creates a positive context for corporate entrepreneurship. Corporate entrepreneurship, broadly defined as entrepreneurship within organisations, becomes a prerequisite for the organisations’ survival and development in the era of globalisation, and radical technology and market changes. Organisational culture as a system of assumptions, values, and norms shared by employees and managers significantly determines their opinions and behaviour. The paper demonstrates that organisational culture impacts corporate entrepreneurship by shaping the employees and managers’ interpretative schemes through its assumptions and values. Thus, organisational culture impacts employees and managers’ behaviour in everyday work, and thereby the extent to which this behaviour will be entrepreneurial. We applied the fragmented and integrated approaches in identifying the cultural assumptions, values, and norms through which organisational culture positively impacts corporate entrepreneurship. The fragmented approach showed that organisational culture positively impacts corporate entrepreneurship if it highly values innovations and changes, people development, open and intensive interactions and communications, the autonomy of employees and loose control, identification with the company, focus on work, and openness towards the environment. The integrated approach showed that the following culture types positively impact corporate entrepreneurship: adhocracy culture in Quinn and Cameron’s classification, and constructive culture in Human Synergetics’ classification. [ABSTRACT FROM AUTHOR]

Objective The current study aimed to provide a subcultural analysis of mental toughness in a high-performance context in sport. Design Using Schein's (1990) framework of organisational culture, an exploratory qualitative analysis, employing focus group and individual interviews, was used to investigate mental toughness in an Australian Football League club. Method Nine senior coaches and players participated in focus group and individual interviews. Photo elicitation was used as a method to capture mental toughness through the identification of prominent club artefacts. Participants were considered to have significant subcultural knowledge of their football club and were willing to describe personal experiences and perceptions of mental toughness through this cultural lens. Deductive and inductive analyses were conducted to capture the core themes of mental toughness across the disparate levels of Schein's organisational framework. Results Mental toughness was found to be a socially derived term marked by unrelenting standards and sacrificial displays. These acts were underpinned by subcultural values emphasising a desire for constant improvement, a team first ethos, relentless effort, and the maintenance of an infallible image. At its core, mental toughness was assumed to be an internal concept, epitomised an idealised form of masculinity, elitist values, and was rhetorically depicted through metaphors of war. Conclusions It may be difficult to understand mental toughness without giving attention to the contextual norms related to the term. Appreciating how people promote, instil, and internalise prized ideals coveted as mental toughness could be intriguing for future research in sport psychology. [ABSTRACT FROM AUTHOR]

When it comes to making aesthetic decisions, people commonly account for their taste with intuition. A cultural good, symbol, or object is simply right and respondents 'know it when they see it.' This article investigates the cultural meanings professional tastemakers see as they make such deliberations, while also illustrating the problems sociologists have in seeing culture. Using the case of fashion model casting and scouting, I present four methods to trace how cultural producers recognize and value models' looks in the global fashion market, demonstrating how each method results in a different emphasis on how culture is used to acquire and deploy aesthetic sense. First, interviews capture justifications of aesthetic decisions, as well as general processes about day-to-day work routines, which are next tested with network analysis, the second method, which emphasizes structural arrangements in taste decisions. The third method, ethnography, discovers taste as a situated form of knowledge production and emphasizes culture in interaction. The fourth and related method, observant participation, sees taste as phenomenological as culture becomes embodied and tacit consciousness. Each of these methods is an optical device that renders a particular and complimentary account of taste and affords researchers a certain way to see how culture works. [ABSTRACT FROM AUTHOR]