Open AccessCULTURES CORPORATIONS - HOW NATIONAL CULTURAL PREFERENCES MANIFEST THEMSELVES IN ORGANIZATIONAL CULTURES?
Publication year - 2020
Publication title -
vestnik udmurtskogo universiteta. sociologiâ. politologiâ. meždunarodnye otnošeniâ
Language(s) - English
Resource type - Journals
eISSN - 2587-9030
pISSN - 2587-6163
DOI - 10.35634/2587-9030-2020-4-2-211-219
Subject(s) - organizational culture , multinational corporation , hofstede's cultural dimensions theory , socialization , corporation , sociology , institution , culture change , action (physics) , value (mathematics) , process (computing) , public relations , business , management , political science , social science , economics , physics , finance , quantum mechanics , machine learning , computer science , operating system
“Organisational culture comprises emotionally acquired behavioural and action controlling value judgements and thinking practices. In the process of socialization within an institution, culture develops steadily and sets people's attitudes and experiences for generations” [3. P. 97] claims Z. Tánczos in his definition of organisational culture. At the same time Geert Hofstede has empirically proved that national culture highly influences not only the culture but also the structure of organisations. The question rises, what happens to an organisational culture when the ownership of a corporation changes hands? This paper seeks to analyse some of the key elements of transition process in organisational culture due to ownership change through a case study of a large multinational telecommunication company