Analyzing Corporate Culture and Its Implementation Strategies

Corporate culture encompasses the beliefs and behaviors that shape interactions within an organization, influencing management and employees' roles in the business environment. Key elements include vision, values, practices, people, narrative, and place. Various types of cultures exist, such as team-first, elite, horizontal, conventional, and progressive, each affecting employee behavior and performance. Strategies for implementing corporate culture involve creating a stable foundation by aligning people, products, and processes. Understanding existing culture is essential for establishing a new one, requiring analysis of current challenges. Leadership plays a critical role through example-setting and transformational approaches, promoting evolutionary change to integrate new processes. Autonomy and creativity are encouraged to develop innovative strategies, while treating employees as partners fosters acceptance and implementation of corporate culture. Redefining organizational structures to reflect new policies is vital for successful cultural integration. Effective implementation requires balancing evolutionary and participatory methods to minimize resistance and ensure stakeholder alignment.

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Corporate Culture
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Corporate Culture
Corporate culture is the beliefs and behaviors within an organization that shape the way
management and employees within a company interact in the business environment. This is seen
in the way employees present themselves, how they handle duties and how they engage with
different stakeholders. Coleman (2013, pp. 3-6) suggests that it is seen in the vision, values,
practices, people, narrative and place. On the other hand, team-first, elite, horizontal,
conventional, and progressive corporate culture which exist in different organizations. This
culture shapes employee behaviour and affects the performance of all employees within the
organization.
According to Pinho, et al. (2014, p. 381) the basic strategy for enforcing corporate culture
is building a stable foundation that binds people, products and the organizational process. If an
organization is experiencing challenges, then one of the three raised areas above has a problem.
Through creating a stable foundation, management can create a desired corporate culture through
enforcing the required standards in the organizational process and ensuring that employee adopt
the whole process. This means that understanding the existing corporate culture is the basis of a
new one since it allows analyzing of the challenges in the current structure. People fall into three
relationships of default, incongruent and intentional (Steers, et al. 2012, p. 431). Through
creating a purposefully intended organization culture, leadership can shape the cooperate culture
and orient employees to follow the same process.
Another way is to lead by example, where management take the initiative in applying the
corporate culture guidelines. Culture spreads in the organization through diffusion processes
where the organization undergoes evolutionary change. Organization change theories suggest
that evolutionary change is the best since it allows the organization to prepare for the new

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processes implemented within the organization (Steers, et al. 2012, p. 430). When developing a
new corporate culture, there are organizational requirements that propose new changes to the
organization like the way tasks are approached and shared within the organization. Therefore,
leading by example creates morale to the subordinate team since they can feel the impact of the
corporate culture as done by leaders. Transformational leaders have done well in such
organizational processes since they can rally their followers behind them.
In organizational management, autonomy and creating time for creativity has been used
to develop better strategies that organizations can use to implement new corporate cultures.
Autonomy allows creativity in the organization where new ideas are developed and proposed for
use in the organization (Julien & Pealoza 2012, p. 41). This process can be used to allow
employees time to come up with ideas and solutions to existing challenges. One way that this can
be achieved is through working with employees to develop strategies for corporate culture
implementation.
Employees form the integral element that every organization needs to survive. A working
corporate culture means that the employees have accepted the culture and are willing to
implement. Management has to treat employees like owners as a way of ensuring that they own
and implement the corporate culture as required (Chen & Miller 2010, p. 19). This process
creates new opportunities for employees as they seek to integrate themselves into the system and
implement the corporate culture as partners rather than employees. By treating employees as
partners, they view every step taken by management to shape new organizational efforts as a way
of creating a better organizational environment rather than policies created to tame them.
Solomon (2014, pp. 4) suggests the need for redefining the organization to reflect the new
corporate policies as a way of implementing within the organozation.managemrnt has to redefine

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all organizational processes and ensure that it reflects what the new policies require. It is difficult
to implement a new policy or strategies without redefining the system to reflect the new
organizational requirements.
Corporate culture is an organizational process that require keen implementation to
achieve the desired results and avoid resistance from employees. Creating a new corporate
culture leads to organization change which threatens the existing status quo. Without proper
ways of enforcing corporate culture, resistance from employees can create a difficult situation for
management to implement such policies. Therefore, management should approach the issue from
both an evolutionary and participatory approach where all stakeholders are on board.

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References
Chen, M.-J. & Miller, D., 2010. West Meets East: Toward an Ambicultural Approach to
Management. Academy of Management Perspectives, 24(4), pp. 17-24.
Coleman, J., 2013. Six Components of a Great Corporate Culture. Havard Busienss Review, 06
May .
Julien, C. & Pealoza, L., 2012. Mapping the Play of Organizational Identity in Foreign Market
Adaptation. Journal of Marketing, 76(6), pp. 38-54.
Pinho, J. C., Rodrigues, A. P. & Dibb, S., 2014. The role of corporate culture, market orientation
and organisational commitment in organisational performance: The case of non-profit
organisations. Journal of Management Development, 33(4), pp. 374-398.
Solomon, M., 2014. A Step-by-Step Leadership Path For Corporate Culture Change. Forbes, 27
September.
Steers, R. M., Sanchez-Runde, C. & Nardon, L., 2012. Culture, Cognition, and Managerial
Leadership. Asia Pacific Business Review, 18(3), pp. 425-439.