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Future of the Corporation Research - Corporate Culture

What is defined as ‘good’ corporate culture and behaviour, and is it the responsibility of senior leadership to uphold the values of an organisation and build an ethical culture? What are the challenges to ensure that ethical, sustainable, and societal values are effective within an organisation? What are the main factors contributing to disconnect between corporate values as they are articulated at the top of an organisation and how they are delivered and viewed within organizations and by different stakeholders? What tools, such as company guidelines and codes of ethics, can businesses employ to aide delivery and upholding of corporate values? How do business embed values into the culture of an organisation and how does that bring about change? How do corporations and society define leadership and what are our expectations for corporate leadership in the future? What is the role of leadership in corporate business and culture? What responsibility do corporate leaders feel they have in minimizing societal issues such as poverty and environmental damage? Does this fit with how stakeholders from employees to boards, to customers view the role of business leaders? How much of a leadership role does business education have in shaping future corporate leaders? How should business education adapt to support a different kind of leadership for the future?

What is corporate culture and how can businesses instil strong sense of values in their organizations? What role does leadership have to play in this?

Lead Researcher(s) Institution
Professor Nien-hê Hsieh
Dr David Rodin
Dr Marco Meyer
Harvard Business School

The research will highlight that corporate culture is a highly ambiguous and complex concept, often invoked as a place holder that stands for organisational factors not captured by formal systems, policies and institutions.  It aims to develop a conceptual framework that captures and systematizes how corporate culture is understood by academics in the fields of philosophy, business ethics, and business sociology.  It will make the concept of corporate culture determinate and operational by identifying the underlying drivers of culture in an organisation.  It will identify best practices for managing corporate culture and measure their effectiveness by conducting three case studies of large corporations.  The group is also working on Chapter B (Corporate Purpose) and will, therefore, identify the underlying drivers of culture in an organisation that enable corporate leaders to actively shape their corporations’ culture aligning it with their purpose.

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