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AbstractIn this paper we test if a mutual fund's own corporate culture predicts fund performance. To do this we use Morningstar's corporate culture ratings for mutual funds and then examine the ability of these corporate culture ratings to predict risk‐adjusted performance of domestic equity funds over the period 2005–2010. Using methods that are robust to survivorship bias, we find there is little significant evidence that corporate culture predicts better fund performance. Indeed, we find that no individual component of the Morningstar stewardship rating including board quality, fees, manager incentives and regulatory issues is able to consistently predict fund performance.

Corporate culture is the most important and central success factor for sustainably successful organizations. If one understands corporate culture as a reality of life within companies which can be formed and developed, it becomes a key management tool. In practice, however, there is often a lack of concrete models, methods and approaches on how to directly change and shape the corporate culture. This is the aim of this practice-oriented book: After a brief introduction to the relevant terms and concepts of corporate culture, its importance for corporate success is elaborated. An integrated architecture model of corporate culture sets the framework for strategy, operational implementation and conscious, culture-compliant daily action. A six-phase process is then presented, which starts with the determination of the most important factors of the individual corporate culture, enables a maturity classification, presents possible methods and intervention options and outlines a change process via a roadmap with which a successful culture change can be monitored. An accompanying illustrative example clarifies the individual phases and demonstrates the possible implementation in one's own corporate practice. The importance of leadership and recommendations for the successful implementation of corporate culture projects round off the book. This book is a translation of the original German edition Unternehmenskultur gestalten by Josef Herget published by Springer-Verlag GmbH Germany, part of Springer Nature in 2020. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. The content Integrated architecture model -- a framework for corporate culture design Developing your own culture model -- determining the central factors of your corporate culture Implementation and monitoring - designing the change process Dos and Don'ts in culture change projects - ensuring success The author Prof. Dr. Josef Herget combines many years of experience in academia with international consulting activities. He has taught and researched at various universities in Europe and managed several companies. He is the director of the Excellence Institute - Research & Solutions in Vienna.

The topic of this paper is the comparative analysis assessment of American and European (Slovak) systems of corporate culture describing the cultural differences within transnational companies. The study is comparing the American system of corporate culture with Slovak corporate culture model. The goal of this paper is to figure out the real model of an American enterprise within its interaction with European (Slovak) enterprise and detect the differences between them. Based on the SWOT analysis coming out of two surveys via questionnaires outputs, the comparative analysis assessment dealing with the successful symbiosis of foreign American company operating within the European (Slovak) enterprise environment will be worked out. The paper reveals the similarities and differences between the Slovak and U.S. corporate culture standards such as conflict avoidance, focus on relationships, self-confidence of comparing cultures, personal responsibility, one's own initiative and autonomy and so on.

Culture hacks are an agile instrument for bringing the desired corporate culture to life in everyday operations. They keep the postulated values in focus and ensure the necessary reflection of daily activities. Culture hacks address the mindset and specific behavior, thus making the corporate culture tangible for all employees at every level of the hierarchy. Corporate culture, increasingly recognized as an important issue, is the focus of this book. Culture hacks represent a key element in shaping corporate culture. The topic is still relatively new, and the book is the first to present a comprehensive concept for the strategic use of culture hacks. It bridges the gap between corporate strategies and operational processes. The concept presented is very pragmatic: specific models, tools, design principles and roadmaps clarify and accompany the implementation in operational practice. The book creates a framework for the targeted and strategic use of culture hacks to optimize corporate culture. The Content What are culture hacks? Strategic Hacks - Nudging - Tips & Tricks Irritations and pattern breaks as ways to change behavior Mindset and behavior - addressees of interventions Impulses through and for New Work, Management 3.0 and Agility Culture hacks as a guerrilla strategy Proven design principles - suitable fields of application Personal and organizational maturity levels How they can be integrated into everyday business life Inventory and roadmaps - Drawing from a pool of knowledge Dynamic design of culture hack strategies With digressions on paradoxical intervention, empathy, psychological safety, mindset and behavior Successful implementation - Do's and Don't's Numerous examples illustrate the process The author Prof. Dr. Josef Herget combines many years of experience in research with international consulting activities. He has taught at various universities in Europe and managed several companies. He is director of the "Excellence Institute - Research & Solutions" in Vienna and a sought-after speaker, consultant and coach. The translation was done with the help of artificial intelligence. A subsequent human revision was done primarily in terms of content.

THE PRODUCTS OF TODAY'S CAPITALIST CULTURE -- WHETHER FILMS, TELEVISION PROGRAMS, ELECTRONIC GAMES, OR POPULAR MUSIC -- CAN NO LONGER BE VIEWED IN THEIR PURELY IDEOLOGICAL ROLE BUT MUST ALSO BE SEEN AS IMPORTANT COMMODITIES CRITICAL TO THE ECONOMICS OF TRANSNATIONAL CORPORATIONS. THE CULTURAL CLASH THAT COMES FROM THE REPRESSION OF NATIONAL OR MINORITY CULTURES ON BEHALF OF THESE CORPORATIONS CAN FEED INTO RIGHT-WING NATIONALIST IDENTITY POLITICS. IN CONTRAST TO THIS, THE AUTHOR PRESENTS EXAMPLES OF PROGRESSIVELY-ORIENTED CULTURAL RESISTANCE THAT OFFER MORE PROMISING MODELS OF CHANGE.

This book explores the value component of corporate culture of companies and their relationship with production efficiency and personal values of the employee. The authors combine both qualitative analysis of the experiences of leaders of these organizations and the most advanced quantitative analysis regarding the corporate performances, The objective of corporate culture in a company is to align the organization's espoused values to the perceived (ideal) values of the corporation and its employees whether within the country or within the worldwide network of subsidiaries to create competitive success. We can call this value alignment among employees (irrespective of their nationality) the creation of company citizenship. We propose that company citizenship can be enhanced when the employees' personal values are in alignment with the values of the corporate culture in a multinational company. Corporate Culture in Multinational Companies examines this issue in the context of a number of Japanese multinational companies from various industrial sectors. This work explores the value component of corporate culture in these companies and their relationship with production efficiency and personal values of the employee, which create motivation. The authors combine both qualitative analysis of the experiences of leaders in these organizations and the most advanced quantitative analysis regarding corporate performance as reflected in the human resources in these organizations