Corporate Leadership and Corporate Culture in Start-Up Companies

Belias, Dimitrios; Rossidis, Ioannis

doi:10.4018/978-1-5225-8266-3.ch003

Cited by 5 publications

(1 citation statement)

References 14 publications

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“…Corporate culture is linked with corporate communication and it affects how the attitude of the workforce is in totally, given the unwritten protocol of interactions as well as the company values. Studies show that managing culture is an important entity in branding your corporate identity, thus enhancing the performance of the company (Belias & Rossidis, 2021;Belkaci & Mekbel, 2021;Ralph, et al, 2020).…”

Section: Change Managementmentioning

confidence: 99%

Organizational Resilience and Change Management: Inputs to Management Effectiveness

Flores¹

2022

IJRSI

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Management effectiveness influences the overall performance of an organization. This may be shown by achieving organizational goals and employee satisfaction even when change occurs. Organizational changes may involve changes in an organization’s structure and strategy that may be planned in advance or may be implemented because of a sudden shift in the environment. Alongside dealing with these distractions, change management helps an organization to implement strategies for inducing change, controlling change, and helping employees to adapt to change. The organization understudy is the Department of Trade and Industry Laguna Provincial Office (DTI Laguna). This study describes organizational resilience and change management as inputs to management effectiveness. More specifically, it determines the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and the assessment in change management in terms of project management and corporate culture. Likewise, it determines if there is a significant relationship between assessment in organizational resilience and change management. Moreover, it proposes an action plan based on significant findings as inputs to management effectiveness. The study uses a quantitative method of research to gather information on organizational resilience and change management. The entire population of the organization understudy is small; thus, the participants of the study are all 62 employees of DTI Laguna, including the management and support staff. The data gathering instrument is divided into three major parts (profile of the respondents, a questionnaire on organizational resilience using a 4-point Likert scale, and a questionnaire on change management using a 4-point Likert scale) and is tested for reliability using Cronbach’s alpha. An online survey tool (Google Forms) is used to gather the information. The results are analyzed by a trained statistician using Statistical Package for the Social Sciences tool for frequency distribution and percentages, weighted mean, and ANOVA. Based from the results, the employees agree on the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience. Employees strongly agree on the assessment in organizational resilience in terms of relationship resilience. There is a significant difference between assessment in organizational resilience in terms of strategic resilience, cultural resilience, relationship resilience, and learning resilience when grouped to length of service. There is a significant difference between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience when grouped to monthly income. Moreover, based from the results, employees agree on the assessment in change management in terms of project management and corporate culture. Corporate culture was ranked first. There is a significant difference between assessment in change management in terms of project management and corporate culture when grouped to length of service and monthly income. There is a significant relationship between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and assessment in change management in terms of project management and corporate culture. The researcher recommends that the Office of the Provincial Director may want to increase connections with employees by devising online bulletin boards wherein employees’ thoughts (pulse survey perhaps) may be posted. Also, they may want to organize an in-house “mentor me” program wherein an open communication may be facilitated between the management and the employees. The quality management team may want to revisit the implementation of monthly staff meeting and quarterly management reviews to maintain management effectiveness. The Administrative and Finance Management Unit may want to further improve the level of trust of employees to the management by devising an online shared portal of status of funds that is to be updated from time to time. Future researchers may do a similar study or may use other variables not included in this study. More so, they may want to compare two or more government agencies to know if they will come up with the same results.

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Section: Change Managementmentioning

confidence: 99%

Organizational Resilience and Change Management: Inputs to Management Effectiveness

Flores¹

2022

IJRSI

View full text Add to dashboard Cite

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Reimagining entrepreneurship by utilizing venture dynamics in sharing economy: Evaluating the symbiosis of macro and micro factors for sustainable capital flows in developing markets

Amit,

Levermore,

Kafy

2024

Bus Strat Dev

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Venture capital (VC) plays a vital role in fostering revolution and entrepreneurship in emerging economies. However, attracting VC investments remains a significant challenge for startups in these markets. This study investigates the macro and micro factors influencing VC attraction in the Bangladeshi startup ecosystem, employing a mixed‐methods approach. A systematic literature review was performed to recognize the key factors influencing VC attraction in emerging markets. Qualitative interviews with 20 stakeholders, including startup founders, investors, and policymakers, were undertaken to gain insights into the challenges and opportunities for VC attraction in Bangladesh. Quantitative analysis of secondary data on VC investments and startup characteristics was executed to examine the associations connecting the identified factors and VC investment amount. The findings reveal that government policies, human capital availability, and informal institutions are critical macro factors influencing VC attraction, while founder and team characteristics, business model and scalability, and traction and validation are key micro factors. The study contributes to the literature on VC in developing economies by providing a comprehensive examination of the interplay of institutional, human capital, cultural, and startup‐specific factors shaping VC investment decisions. The findings have important implications for policymakers, investors, and entrepreneurs seeking to foster a more vibrant and sustainable startup ecosystem in Bangladesh and beyond. The research underlines the need for a holistic approach to addressing the challenges and leveraging the opportunities for VC attraction in emerging markets.

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Multidimensional analysis of entrepreneurial leadership and spatial innovation for sustainable startup success in emerging markets

Amit,

Levermore,

Noor

et al. 2024

Bus Strat Dev

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Understanding the key factors that drive entrepreneurial success is vital in our quest to achieve sustainable development goals and cultivate inclusive business models in emerging markets. This study employs a mixed‐methods approach, combining qualitative expert interviews (n = 25) with content analysis of secondary data sources (76 journal articles, 17 reports, 20 newspaper articles, 15 blogs, 24 video clips, and 7 book chapters). Data were investigated utilizing grounded theory techniques, including open, axial, and selective coding. The study focuses on successful startups in Bangladesh, selected based on criteria, such as financial performance, growth potential, and innovation. The findings reveal that 92% of successful startup leaders possess resilience, 88% demonstrate effective communication skills, 84% exhibit a growth mindset, and 80% employ a strategic mindset. Furthermore, 76% of these leaders foster a culture of innovation by embracing failure, 72% adopt a vision‐oriented approach, and 68% decentralize authority. The study highlights that 64% of successful startups leverage market analysis techniques, 60% optimize their supply chains, 56% employ effective risk management strategies, 52% focus on customer segmentation, and 48% utilize crowdsourcing methods to enhance their strategic decision‐making and operational efficiency. Conversely, 40% of unsuccessful startups lack salesmanship skills, 36% lack humility, and 32% have limited coachability. This research contributes to the understanding of entrepreneurial strategies and the private sector's role in achieving sustainable business development in emerging markets, providing valuable insights for entrepreneurs, policymakers, and stakeholders in the entrepreneurial ecosystem.

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Corporate Leadership and Corporate Culture in Start-Up Companies

Cited by 5 publications

References 14 publications

Organizational Resilience and Change Management: Inputs to Management Effectiveness

Organizational Resilience and Change Management: Inputs to Management Effectiveness

Reimagining entrepreneurship by utilizing venture dynamics in sharing economy: Evaluating the symbiosis of macro and micro factors for sustainable capital flows in developing markets

Multidimensional analysis of entrepreneurial leadership and spatial innovation for sustainable startup success in emerging markets

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