Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review
Corporate Culture Management in a Multinational Organization. / Nikitaev, Sergey N. ; Nechaeva, Tatiana Yu. ; Laskareva, Elena R. ; Tarasova, Elena N. ; Solunova, Irina S. .
Strategies and Trends in Organizational and Project Management. ed. / Pavel V. Trifonov; Marina V. Charaeva. Springer Nature, 2022. p. 132-137 (Lecture Notes in Networks and Systems; Vol. 380 LNNS).Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review
}
TY - GEN
T1 - Corporate Culture Management in a Multinational Organization
AU - Nikitaev, Sergey N.
AU - Nechaeva, Tatiana Yu.
AU - Laskareva, Elena R.
AU - Tarasova, Elena N.
AU - Solunova, Irina S.
N1 - Nikitaev, S.N., Nechaeva, T.Y., Laskareva, E.R., Tarasova, E.N., Solunova, I.S. (2022). Corporate Culture Management in a Multinational Organization. In: Trifonov, P.V., Charaeva, M.V. (eds) Strategies and Trends in Organizational and Project Management. DITEM 2021. Lecture Notes in Networks and Systems, vol 380. Springer, Cham. https://doi.org/10.1007/978-3-030-94245-8_18 First Online: 02 February 2022
PY - 2022/2/2
Y1 - 2022/2/2
N2 - Corporate culture acts as a part of the national culture and is largely determined by its characteristics. However, building a competent system of relationships between employees and the formation of a positive corporate culture is impossible in case of refusal to recognize the importance of the national component, as well as without taking into account the national-ethnic characteristics of employees. The corporate culture of companies located on the territory of Russia has special characteristics and greater closeness, but at the same time it is a kind of “conglomerate of ethnotypes” that, to a greater or lesser extent, influence the formation of the “management policy” of the organization. If we consider corporate culture through the prism of national cultures, then we can find many interesting features, such as prolonged socialization of employees, a plurality of views, assessments, behavior patterns, etc. The description of corporate culture as a social phenomenon from the standpoint of ethnoeconomics and ethnopedagogy seems extremely relevant, and the development of approaches to the analysis of technologies for managing the corporate culture of a multinational structure is the purpose of our article. Revealing the social and ethnic characteristics of corporate cultures, their analysis in terms of the consolidation of cultural and intellectual resources contribute to the successful adaptation of employees of multinational organizations and the formation of a strong corporate culture.
AB - Corporate culture acts as a part of the national culture and is largely determined by its characteristics. However, building a competent system of relationships between employees and the formation of a positive corporate culture is impossible in case of refusal to recognize the importance of the national component, as well as without taking into account the national-ethnic characteristics of employees. The corporate culture of companies located on the territory of Russia has special characteristics and greater closeness, but at the same time it is a kind of “conglomerate of ethnotypes” that, to a greater or lesser extent, influence the formation of the “management policy” of the organization. If we consider corporate culture through the prism of national cultures, then we can find many interesting features, such as prolonged socialization of employees, a plurality of views, assessments, behavior patterns, etc. The description of corporate culture as a social phenomenon from the standpoint of ethnoeconomics and ethnopedagogy seems extremely relevant, and the development of approaches to the analysis of technologies for managing the corporate culture of a multinational structure is the purpose of our article. Revealing the social and ethnic characteristics of corporate cultures, their analysis in terms of the consolidation of cultural and intellectual resources contribute to the successful adaptation of employees of multinational organizations and the formation of a strong corporate culture.
KW - Corporate Culture
KW - Ethnic Culture
KW - Socio-Cultural Adaptation
KW - Professional Adaptation
KW - Change Management
KW - Corporate Culture
KW - Ethnic Culture
KW - Socio-Cultural Adaptation
KW - Professional Adaptation
KW - Change Management
KW - Change management
KW - Ethnic culture
KW - Corporate culture
KW - Socio-cultural adaptation
KW - Professional adaptation
UR - https://link.springer.com/chapter/10.1007/978-3-030-94245-8_18
UR - http://www.scopus.com/inward/record.url?scp=85125281108&partnerID=8YFLogxK
UR - https://www.mendeley.com/catalogue/5135a1c9-76ca-3b47-af93-a3b3258ab8db/
U2 - 10.1007/978-3-030-94245-8_18
DO - 10.1007/978-3-030-94245-8_18
M3 - Conference contribution
SN - 978-3-030-94244-1
T3 - Lecture Notes in Networks and Systems
SP - 132
EP - 137
BT - Strategies and Trends in Organizational and Project Management
A2 - Trifonov, Pavel V.
A2 - Charaeva, Marina V.
PB - Springer Nature
T2 - International Scientific and Practical Conference Operations and Project management: strategies and trends
Y2 - 2 November 2021 through 4 November 2021
ER -
ID: 87450253