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The Survival of Unique Corporate Cultures
Author(s) -
Epstein Gil S.,
LindnerPomerantz Renana
Publication year - 2017
Publication title -
managerial and decision economics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.288
H-Index - 51
eISSN - 1099-1468
pISSN - 0143-6570
DOI - 10.1002/mde.2808
Subject(s) - organizational culture , similarity (geometry) , business , lead (geology) , economics , management , biology , computer science , paleontology , image (mathematics) , artificial intelligence
In this paper we identify two situations that can lead a firm to hire an executive who supports a corporate culture that differs from the firm's current culture. In the first case, there is a similarity between the firm's culture and that of the candidate, and in the second case, executives who support the firm's culture constitute a minority of the available candidates. In both cases the firm prefers to hire an available candidate, rather than risk a prolonged vacancy. We show how these scenarios can lead to the eradication of unique cultures and to the perpetuation of more common cultures. Copyright © 2016 John Wiley & Sons, Ltd.
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