Магистрская работа Савченко О.А.

1.http://papers.ssrn.com/sol3/papers.cfm?abstract_id=162549
Economics & Corporate Culture, by BENJAMIN E. HERMALIN University of California, Berkeley - Finance Department

It surveys some of the existing literature on the economics of corporate culture and discusses how the existing literature on the economics of organization can be tied to research on corporate culture or given a corporate cultural "spin."

2. http://www.suite101.com/article.cfm/communications_skills/41097
Corporate Culture and Communication: Clues You Can Use Emily Thrush

Corporations and other organizations have distinct cultures, just like countries. Some companies are traditional and conservative. The outward signs of this may be employee dress requirements , but the culture will also be reflected in the organizational structure and many other elements of how the company operates. On the other end of the spectrum are organizations like the small, entrepreneurial software and dot.com outfits where employees may determine what hours they work, what they wear, and may even be able to operate out of their homes in their pajamas! Most organizations fall somewhere between the extremes.

3.http://www.marine-profile.com/articles/article11.html
Corporate Culture and Human Factor Problems
Paper presented at BIMCO/Sohmen-Forum, Lisbon, 16 May 1999 by Bengt Schager, M Sc. Marine Profile AB Sweden

Imagine what would happen if the top management in a company overnight became ill and couldn’t work for, say, three months? Would such a company be paralyzed? Would it cease operating? Probably not, provided the company is basically healthy.

4.http://www.hcgnet.com/html/articles/changingculture.html
A STEP-BY-STEP APPROACH TO CHANGING CULTURE By Julie Heifetz, Ph.D. and Richard Hagberg Ph.D. HCG Foster City, CA. copyright © 2003 by HCG. All rights reserved.

In the past decade, increasing numbers of companies have attempted to make significant changes in the way they manage their businesses. In a world where rapid change has become the norm, a variety of forces have driven organizations to alter their structures and practices and often to tackle the monumental task of changing their culture. The decision to make fundamental changes in the organization is frequently a response to a need to adapt to powerful external or internal change triggers. These include: the rapid pace of technology and innovation, more aggressive competition, fundamental changes in industries and markets, deregulation, a more diverse workforce, increased organizational complexity, mergers and acquisitions and escalating customer expectations. In addition, globalization has created economic interdependence and has opened up new markets, new competition, new opportunities and also created new threats. Organizations have therefore been forced to make dramatic responses in order to survive. Like other organisms, organizations need to adapt to their environment or they will become extinct. Darwin's evolutionary theory applies to the evolution of all species including business organizations. According to Darwin, "It is not necessarily the strongest or the most intelligent who survive, but those that can adapt and change. "

5.http://w3.hcgnet.com/research_uglybaby.html
How to Tell the CEO His Baby Is Ugly Richard Hagberg, Ph.D. HCG, Julie Heifetz, Ph.D. HCG

Understanding and assessing your organization's culture can mean the difference between success and failure in today's fast changing business environment. On the other hand, senior management, particularly the CEO, often has a view of the organization's culture that is based more on hope than a view grounded in objective fact. This paper will explore some of the problems associated with understanding the reality of an organization's culture. It will also focus on the role of the leader in creating or maintaining this culture. Finally, it will discuss the perils of confronting the leader with an assessment of the organization that flies in the face of his/her preconceptions.

6.http://www.wallingfordcapital.com/corpculture.htm
DOES CORPORATE CULTURE REALLY AFFECT M&A? By Chris Kellogg

When one company takes over another in an acquisition, or the two conduct a merger (often just another word for acquisition), what has, in reality, actually happened is a marriage of two personalities. It’s usually announced with much fanfare as sort of a "corporate Cinderella story"; that is, both sides expect to live happily ever after. Corporate mergers or acquisitions are normally justified using Wall Street language like "being conducted to maximize opportunities and synergies" or "to seek optimization of shareholder value". In most cases, however, there is an underlying and more fundamental reason a transaction is occurring: some shareholder in the selling company has way too much of his net worth tied up in that company, and the timeless concept of diversification of risk requires that he re-allocate that net worth more broadly. Since he (often) can’t do it in any other way, he’s left with the decision to either stick with such a dangerous concentration in his portfolio, or sell all or most his stock in a corporate transaction.

7.http://gbr.pepperdine.edu/011/interpreter.html
Language, Culture and Global Business The interpreter as a tool for effective cross-border communication Jennifer Roney, Ph.D.

Language is socially constructed and therefore embedded in the culture. Understanding the embedded meanings requires mastering the language, a process that can be extremely time consuming and difficult. Misinterpreting the words or the cultural meaning associated with them may negatively affect the entire interchange. In the case of a business deal, it may be a deal-breaker. In this situation, a good interpreter can become a major asset. He or she may even construct bridges and open doors that would not be opened to an outsider -- or at least that could not be opened without a great deal of effort, pain, and time. On the other hand, the poor choice of an interpreter can actually create additional obstacles even if he or she is fluent in the language.

8.http://www.optionsforchange.com/cc.html Culture CompassTM (CC)

A 360-degree tool that measures the gap between present and desired future culture. Use it to align your cultural strategy with your business goals.

9.http://www.people.hbs.edu/rgibbons/945_Syl_11-26.pdf
Organisational economics R.Gibbons

10.http://www.cfmc.org/nhqi/files/CultureofQualityAssessment.PDF

11.http://ask.elibrary.com
Assessing the congruence of nursing models with organizational culture: a quality improvement perspective.(Improving Quality, D 01/01/1996; Journal of Nursing Care Quality; Goodridge, Donna Hack, Berit

Model-based practice was identified by the Nursing Department at Riverview Health Centre, a 320-bed long-term care facility located in Winnipeg, Manitoba. as having the potential to enhance care quality significantly. To achieve real impact in the clinical setting, however, the model selected would need to reflect closely the culture and values of the department. It was decided to explore these phenomena using cross- method triangulation involving a cultural assessment survey (the Nursing Unit Cultural Assessment Tool) and focus groups.

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