Value Preferences Supporting Company Competitiveness in the Field of Corporate Culture

Lorincová, Silvia; Hitka, Miloš; Novotna, Andrea; Durian, Jozef; Štarchoň, Peter

doi:10.17512/pjms.2022.26.1.11

Cited by 4 publications

(4 citation statements)

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“…This can be observed in companies with a clan or adhocracy culture. In particular, Lorincova et al (2022) found that a dominant clan culture is characterized by solidarity and a high dedication to the company. The impact of a crisis on WLB can vary depending on the specific crisis and OC.…”

Section: Covid-19 Pandemic Transformational Leadership Organizational...mentioning

confidence: 99%

“…Within the Clan Culture, the emphasis of TL on promotion cohesion and trust resonates emphatically, echoing the culture's predilection for familial support structures (Lorincova et al, 2022). Conversely, in the Market Culture, the TL-driven quest for achievement and tangible results harmonizes with the inherently competitive milieu (Tambosi Junior et al, 2021).…”

Section: Transformational Leadership Organizational Culture and Work-...mentioning

confidence: 99%

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Before and during COVID-19: the roles of transformational leadership, organizational culture and work–life balance in healthcare

Gomes,

Tontini,

Krause

et al. 2024

JHOM

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PurposeThis research aims to investigate the role of transformational leadership and organizational culture – encompassing Clan, Adhocracy, Hierarchical and Market Cultures – in the context of work–life balance for healthcare workers. It aims to present a comparison of observations made pre and mid-pandemic.Design/methodology/approachA structured questionnaire was utilized to collect data from a varied sample of 355 employees (258 before and 97 during the pandemic) representing multiple sectors and positions within a hospital. The interpretation of the data was accomplished using Partial Least Squares Structural Equation Modeling (PLS-SEM).FindingsFindings reveal that prior to the pandemic, transformational leadership significantly influenced all forms of organizational culture perceptions, with a strong influence on Clan Culture. Clan Culture displayed a consistent positive correlation with WLB both before and during the pandemic. During the pandemic, Market Culture exhibited a negative effect on WLB and Adhocracy Culture demonstrated a positive effect, impacts which were absent before the pandemic. Transformational leadership had a positive impact on WLB before the pandemic, but no discernible effect during the pandemic was observed.Originality/valueThe results indicate that the dynamics between transformational leadership, organizational culture and work–life balance are susceptible to alterations in the face of external crisis events. This study offers a unique exploration of these dynamics in the healthcare sector during the ongoing global pandemic.

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Section: Covid-19 Pandemic Transformational Leadership Organizational...mentioning

confidence: 99%

Section: Transformational Leadership Organizational Culture and Work-...mentioning

confidence: 99%

Before and during COVID-19: the roles of transformational leadership, organizational culture and work–life balance in healthcare

Gomes,

Tontini,

Krause

et al. 2024

JHOM

View full text Add to dashboard Cite

show abstract

“…Low-carbon manufacturing, which focuses on reducing emissions through efficient resource utilisation, has become an important research area due to increasing public concern (Holotová, et al 2023;Peráček, 2020). Numerous researchers explore the triple bottom line and low-carbon supply chains, developing four decentralised supply chain models to determine optimal pricing decisions, carbon emissions, sales quantities, and profits (Miklosik et al 2021;Lorincova, et al 2022). These models provide a reliable theoretical foundation for low-carbon firms to select emission reduction strategies while considering stakeholder approaches and adapting to evolving customer perceptions (Gubíniová et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Sustainable and transparent purchasing in the automotive industry

Bunzendahl¹,

Papula²

2023

JESI

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Sustainable purchasing in the automotive industry is present as never before. The Supply Chain Act in Germany and the European Green Deal (EGD) are legal incentives to focus on sustainability across industries. The automotive industry is large and important in Europe, which implements new purchasing channels through the supply chains. Suppliers are usually Small and medium-sized enterprises (SMEs), which account for 99% of the European economy (Europäische Kommission, 2003). Original Equipment Manufacturers (OEMs) have already passed on their climate neutrality targets to suppliers and called for worldwide engagement throughout the supply chain. In addition to the necessary emission reductions in the individual parts of the value chain, there are growing demands for a product footprint to show the CO2 emissions for the supplied parts. The CO2 emissions should be systematically reduced. This study shows how transparency in purchasing can be created and how this transparency can be used to impact sustainable purchasing. This study continues different studies chronologically from 2016 until March 2022. The results are confirmed by ten expert interviews with specialists in the automotive industry. The focus is on digitisation in purchasing and is linked to the resulting transparency. Transparency shows how the impact on sustainable purchasing can be increased by using cost brake downs (CBD) and provides an outlook on CO2 CBD (Product Carbon Footprint) to reduce CO2 emissions.

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“…The interest in small business research is addressing not only the external factors [10] e.g. entrepreneurial or economic environment [11], [12], [13], efficiency [14], innovations [15], [16] or competition [17], [18]. Equally important is the research of socio-psychological [19], [20], [21] [48] or internal [22], [23], [24] conditions the small and medium-sized businesses are operating in, and create their internal organizational conditions [25], [26] which are linked to human resources in the company [27], [28], [29].…”

Section: Introductionmentioning

confidence: 99%

New Organizational Environment Types Based on Garvin and Quinn – the Case of Slovakian Small and Medium Enterprises

et al. 2023

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The aim of the study was to examine what common characteristics can be observed in companies based on Garvin’s learning organization and the Quinn’s organizational culture. Both of the trends are considered a fundamental factor of modern management. Studying the international scientific literature, it is clear that examining the overlaps between the two approaches is highly incomplete. The issue was approached from the perspective of employees, as they show high willingness to express their opinion. A questionnaire survey was used as a part of our research. 549 responses were included in the analysis, during which we applied a cluster analysis. Based on the results, three different types of organizational environment can be defined: supporting, neutral and distancing.

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Value Preferences Supporting Company Competitiveness in the Field of Corporate Culture

Cited by 4 publications

References 0 publications

Before and during COVID-19: the roles of transformational leadership, organizational culture and work–life balance in healthcare

Before and during COVID-19: the roles of transformational leadership, organizational culture and work–life balance in healthcare

Sustainable and transparent purchasing in the automotive industry

New Organizational Environment Types Based on Garvin and Quinn – the Case of Slovakian Small and Medium Enterprises

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