Corporate Culture of the Enterprise: Essence, Models, Types
The problems of the development of the corporate culture of enterprises are becoming more and more relevant in modern business conditions. In this regard, the terminological apparatus regarding the essence and content of the definition of “corporate culture” needs further scientific research. This,...
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| Опубліковано в: : | Економічний вісник Донбасу |
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| Дата: | 2022 |
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Інститут економіки промисловості НАН України
2022
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| Цитувати: | Corporate Culture of the Enterprise: Essence, Models, Types / D. Chernukh // Економічний вісник Донбасу. — 2022. — № 4 (70). — С. 93-104. — Бібліогр.: 39 назв. — англ. |
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Digital Library of Periodicals of National Academy of Sciences of Ukraine| _version_ | 1860069247810535424 |
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| author | Chernukh, D. |
| author_facet | Chernukh, D. |
| citation_txt | Corporate Culture of the Enterprise: Essence, Models, Types / D. Chernukh // Економічний вісник Донбасу. — 2022. — № 4 (70). — С. 93-104. — Бібліогр.: 39 назв. — англ. |
| collection | DSpace DC |
| container_title | Економічний вісник Донбасу |
| description | The problems of the development of the corporate culture of enterprises are becoming more and more relevant in modern business conditions. In this regard, the terminological apparatus regarding the essence and content of the definition of “corporate culture” needs further scientific research. This, in turn, will make it possible to single out the object properties and features of the transformation of the corporate culture of transport and logistics enterprises and will provide a basis for determining indicators for assessing the level of its development.
The analysis of the literature on management and the theory of organizations shows that there is no single scientific approach to the interpretation of the concept of “corporate culture”. It was established that foreign and domestic scientists use different terms to define the semantic meaning of this category, namely: organizational culture, organizational culture, organizational climate, corporate commitment, organizational health. For the most part, researchers understand corporate culture as: the way of thinking of the company's personnel, which has become a habit and has become a tradition; a method of action shared by all employees of the enterprise; set of beliefs and expectations; acquired semantic systems capable of creating a cultural space; philosophical and ideological ideas, values, symbols, myths, beliefs, expectations and norms; certain positions, points of view, manners of behaviour; a dynamic system of rules followed by all company employees; integral characteristics of the company, etc. Existing scientific approaches are conditionally systematized according to the following groups: functional, psychological, normative approaches.
As a result of the generalization of theoretical approaches to the use of the appropriate conceptual and categorical apparatus, the definition and content of the formulation of the category “corporate culture” have been clarified, which allows us to consider it as a system of values, certain convictions, beliefs, ideas, expectations, symbols, as well as operating principles, norms of behaviour, traditions, rituals, etc., which have developed over a certain period of time at the enterprise or in its divisions in the course of activity and are accepted by the majority of employees.
Проблеми розвитку корпоративної культури підприємств набувають усе більшої актуальності в сучасних умовах господарювання. У зв’язку з цим подальших наукових досліджень потребує термінологічний апарат щодо суті та змісту дефініції «корпоративна культура». Це, у свою чергу, дозволить виокремити об’єктні властивості й особливості трансформації корпоративної культури транспортно-логістичних підприємств та надасть базис для визначення індикаторів оцінювання рівня її розвитку.
Аналіз літератури з менеджменту та теорії організацій свідчить, що не існує єдиного наукового підходу до трактування поняття «корпоративна культура». Встановлено, що зарубіжні та вітчизняні вчені використовують різні терміни для визначення смислового значення цієї категорії, а саме: організаційна культура, культура організацій, організаційний клімат, корпоративні зобов’язання, організаційне здоров’я. Здебільшого під корпоративною культурою дослідники розуміють: образ мислення персоналу компанії, який увійшов у звичку і став традицією; спосіб дій, який поділяють усі співробітники підприємства; комплекс переконань і очікувань; набуті смислові системи, здатні створювати культурний простір; філософські та ідеологічні уявлення, цінності, символи, міфи, переконання, очікування і норми; певні позиції, точки зору, манери поведінки; динамічну систему правил, яких дотримуються всі працівники компанії; інтегральну характеристику компанії тощо. Існуючі наукові підходи умовно систематизовано за такими групами: функціональний, психологічний, нормативний підходи. 
У результаті узагальнення теоретичних підходів до використання відповідного понятійно-категоріального апарату уточнено дефініцію та зміст формулювання категорії «корпоративна культура», що дозволяє розглядати її як систему цінностей, певних переконань, вірувань, уявлень, очікувань, символів, а також дійових принципів, норм поведінки, традицій, ритуалів тощо, що склалися за певний період часу на підприємстві або у його підрозділах у процесі діяльності та приймаються більшістю співробітників.
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| first_indexed | 2025-12-07T17:09:42Z |
| format | Article |
| fulltext |
D. Chernukh
93
Економічний вісник Донбасу № 4(70), 2022
DOI: https://doi.org/10.12958/1817-3772-2022-4(70)-93-104
UDC 005.5:658.3
D. Chernukh,
Postgraduate Student,
ORCID 0000-0002-1534-9913,
e-mail: diana0415@ukr.net,
Institute of Industrial Economics of the NAS of Ukraine, Kyiv
CORPORATE CULTURE OF THE ENTERPRISE:
ESSENCE, MODELS, TYPES
Introduction. At the present stage, issues related
to corporate culture and its phenomenon are receiving a
lot of attention in various scientific researches and the
business environment.
Today, more than 90% of executives say that
corporate culture is important to business. 92% believe
that improving corporate values will increase the
company's market value. 50% believe that culture also
affects creativity, profitability and growth rates.
However, only 15% are satisfied with the corporate
culture of their company. About 86% of companies in
the world call corporate culture the number one priority
in personnel policy. In Ukraine, the figure is slightly
smaller, but also quite significant [1].
Most companies understand the importance of
developing a corporate culture, but cannot build their
effective model. According to the results of a Deloitte
survey [2], 87% of respondents consider corporate
culture to be an important factor in business develop-
ment. However, only 19% of them feel that the
corporate culture of their companies is effective.
Based on a survey of managers of large companies,
McKinsey analysts [3] found that one of the key barriers
to business development is the imperfection of corporate
culture, namely the lack of customer orientation,
disunity in the team, lack of personnel, lack of
management support.
Evaluating the development of the corporate
culture of Ukraine, based on the results of sociological
research, it is possible to state the following: 55% of
modern Ukrainian managers believe that corporate
culture should ideally be at the enterprise: 40% of our
entrepreneurs try to form it with the help of Western
technologies; 35% recognize the need for it, but they do
not have enough time or resources for it; 25% generally
consider it unnecessary. Corporate culture determines
the company's strategy, as well as criteria for the
effectiveness of achieving the intended goals [4].
Analysis of recent research and publications.
General issues of corporate culture, its essence, forms of
manifestation, types and varieties are revealed in the
works of such authors as S. Abramova, V. Buzaeva,
S. Ivanova, Yu. Reznik and others. Individual signs of
corporate culture, such as the spirit of a united team,
organizational patriotism, image, etc., are revealed in
the works of G. Ilyina, D. Kononova, M. Magura and
others.
Elements of corporate culture – basic ideas, values,
artefacts – are highlighted in the works of E. Aleeva,
M. Krymchanikova, and I. Novosiolova. The works of
O. Ageev, V. Dubovtsev, K. Kim, R. Kuin, Yu. Ro-
manova, O. Kharitonova and others are devoted to the
issues of formation, support and change of corporate
culture in the context of strategic development. The
methodology of corporate culture research is formulated
in the works of M. Harutyunyan and V. Marach.
A significant contribution to the research of the
processes of stimulation and motivation of personnel,
the importance of the content of work can be observed
in the studies of E. Mayo, D. McGregor, L. Burganov,
A. Gastev, Yu. Krasovsky.
The issues of corporate culture of enterprises were
studied by: M. Dmytrenko, O. Synytskyi, M. Chepeliuk,
A. Burley, M. Armstrong, F. Harris, C. Handy, E. Sha-
ne, G. Hofstede, J. Morgan, K. Scholz, K. Gold. But the
importance of corporate culture in the enterprise
management system in new conditions, in particular the
COVID-19 pandemic, remains an unresolved problem.
The relevance of the studied topic is that in the
modern conditions of the information economy, the
problem of developing a system of relationships
between all employees of the organization is particularly
important. Corporate culture takes on new forms, which
lead to the emergence of additional tools of internal
corporate management.
This review gives reasons to claim that the issues
of features, structure and functions of corporate culture
have been fully studied, but the essence, mechanisms of
formation and management of the corporate culture of
enterprises have not been studied enough. This indicates
the public need for effective management of corporate
culture in the modern business environment, as well as
insufficient scientific development of the mechanisms
and technologies of such management, as well as the
study of the integrative essence of the phenomenon of
corporate culture, its main tasks and functions.
The purpose of this article is to study the genesis
and essence of the concept of “corporate culture” as an
effective tool of enterprise management.
Presentation of the main research material. The
dynamic development of the world economy,
globalization, integration and transformation of social
landmarks, intensifying competition in the domestic and
foreign markets require enterprises to identify the needs
D. Chernukh
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Економічний вісник Донбасу № 4(70), 2022
of the external environment in a timely manner and
adapt to them promptly as a necessary prerequisite for
ensuring the sustainable growth of the competitiveness
of the national economy.
According to the results for 2021 in The Legatum
Prosperity Index [5], Ukraine ranks 107th out of
149 places. This rating takes into account the state of
health care, the investment climate, education, respect
for rights and freedoms, the state of the economy, and
the organizational culture of enterprises.
In modern conditions, the need to develop
fundamentally new approaches to the corporate activity
of enterprises has become obvious, especially when it
concerns the organization's entry into international
markets. The main obstacle to the transformation of the
management of an industrial enterprise is the personnel
oriented, mainly, to passive forms of adaptive activity.
In this regard, the process of implementing such
transformations requires a comprehensive approach
using the strategic resource of the organization's
development – its corporate culture.
Understanding the genesis and development of
corporate culture is connected with the disclosure of the
transition process of the industrial world in the last third
of the 20th century into a post-industrial one with a post-
economic system [6].
For the first time, the phrase “corporate culture”
was used in the XIX century in military terminology by
the German Field Marshal Moltke, who characterized
the relationship in the officer environment with this
concept.
With the development of industrial relations,
scientific management is being improved. Already at the
end of the 19th century, representatives of the School of
Human Relations of Management began to study the
influence of human relations within the corporation. In
the second half of the 20th century, the first more or less
clear definitions of organizational culture began to
appear [6]. In Western sociology, the understanding of
the essence of corporate culture stems from the idea of
culture as the social memory of society. As the
American sociologist I. Mayer emphasizes, culture is
“what is preserved from people's past, influences their
present to shape their future” [7]. P. Shchedrovytskyi,
noting the translational role of culture, believes that in
society “there are certain ideas that are passed down
from generation to generation. Value systems are
associated with these ideas. They, in turn, determine the
behavior and activities of individuals and groups, their
ways of thinking and perception. This entire complex is
called culture” [8]. Summarizing the above, we can
speak of corporate culture as a set of basic values that
exist within society.
In connection with the diversity of views on the
interpretation of the concept of “corporate culture”,
several approaches to their systematization can be
distinguished (Table 1).
Table 1
Analysis of Views on the Category “Corporate Culture”
Main tasks
Authors
and Years
Definition of the concept
of “corporate culture”
Scope of
application
1 2 3 4
Norms, values, beliefs,
patterns of behavior
J. Eldridge,
A. Crombie, 1974
[9]
The culture of the organization is a
unique set of norms, values, beliefs and
patterns of behavior that determine the
way to unite groups and individual
employees in the organization to achieve
the goals set by the enterprise
Sociology of
organization
Basic assumptions E. Schein, 1992
[10]
Organizational culture is a set of basic
assumptions invented, discovered or
developed by a group in order to learn to
cope with the problems of external
adaptation internal integration, which
functions long enough to confirm its
capacity, and is transmitted to new
members of the organization as the only
correct one
Organizational
culture, leadership
A pattern of collective
behavior,
organizational vision,
values, norms,
systems, symbols,
language, assumptions,
beliefs and habits
Ph. Kotler, 1984
[11]
Organizational culture is the behavior of
employees. Culture encompasses the
organization's vision, values, norms,
systems, symbols, language, assump-
tions, beliefs, and habits. This is also a
pattern of collective behavior and
assumptions that teach new
organizational members how to perceive,
think and feel)
Marketing
management
(Internet business)
D. Chernukh
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Економічний вісник Донбасу № 4(70), 2022
Continuation of Table 1
1 2 3 4
A system of values,
convictions, beliefs,
ideas, expectations,
symbols, business
principles, norms of
behaviour, traditions,
rituals
H. Khaiet, 2003
[12]
Corporate culture is a system of values,
convictions, beliefs, ideas, expectations,
symbols, as well as business principles,
norms of behavior, traditions, rituals
Management
Values, goals,
principles, rules of
conduct
N. Babina, 2006
[13]
Corporate culture is a system of material
and spiritual values and goals, principles
and rules of conduct
Practice of hotel
enterprises
A system of beliefs,
principles and
behaviour
O. Stelmashenko,
2006 [14]
Corporate culture is a system of well-
formed management beliefs, principles
and behaviour that guides people in their
actions
Strategic
management of
corporate culture
The background of
activity, which is
revealed by dynamic
changes in the
structure or type of
activity
A. Voronkova, 2006
[15]
Corporate culture is a certain background
of the organization's activity, which is
especially evident during dynamic chan-
ges in the structure or type of activity,
which contributes to the strengthening of
the vector of effectiveness
Corporative
management
Rules, customs and
established practice
S. Pasieka, 2006
[16]
Corporate culture is a set of rules,
customs and sustainable practices in the
field of corporate governance
Competitiveness
of banks
Subsystem of
organizational culture
M. Semykina, 2007
[17]
Corporate culture is a subsystem of an
enterprise's organizational culture, which
reflects a set of certain values, norms and
behaviour models that are declared,
shared and implemented in practice by
enterprise managers and their subordi-
nates (staff), proving their effectiveness
in the process of adaptation to the needs
of the organization's internal develop-
ment and external requirements
environment
Development of
labour potential
The system of values,
beliefs, traditions and
norms of behaviour of
employees
V. Kyslynska, 2008
[18]
Corporate culture is a system of
collectively distributed values, beliefs,
traditions and norms of employee
behaviour
Competitiveness
of the enterprise
Rules of conducting
business, making
management decisions,
delegating authority,
organizing the commu-
nication process, im-
proving quality, creating
a social climate
O. Bala, 2009 [19] Corporate culture – business rules,
management decision-making, delega-
tion of authority, organization of the
communication process, quality
improvement, creation of a social climate
Development of
corporate culture
of machine-
building
enterprises
Semantic systems in
the form of natural
language and other
symbolic means
A. Zankovskyi,
2009 [20]
Organizational culture is acquired
semantic systems, transmitted in the form
of natural language and other symbolic
means, which perform representative,
directive and affective functions
Organizational
psychology
A system of leading
beliefs, principles and
technologies of
relationships
O. Hrishnova,
A. Naumenko, 2010
[21]
Corporate culture is a well-formed, stable
system of leading beliefs, principles and
technologies of relationships in the
enterprise's life. It manifests itself in
management philosophy and ideology,
Management
culture
D. Chernukh
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Економічний вісник Донбасу № 4(70), 2022
Ending of Table 1
1 2 3 4
value orientations of management and
employees, beliefs, expectations, norms
of behaviour. Corporate culture regulates
the behaviour of employees and makes it
possible to predict its change in critical
situations
A complex of
organizational
elements
T. Bashuk,
A. Zholudieva,
2011 [22]
Corporate culture as a complex of
elements of the organization that
distinguish it from others, aimed at the
formation of a favourable microclimate,
the image of the company and based on
the value system of employees, with the
aim of achieving maximum work
efficiency
Formation of
corporate culture
Social institute O. Balyka, 2014
[23]
Corporate culture is defined as a social
institution, namely a relatively separate
set of norms and established values that
determine a special type of stable
regulation of social relations and various
organizational forms of social regulation
of the behaviour of subjects of social and
labour relations
Social and labour
relations
Ideology of the
enterprise
O. Kovtun, 2015
[24]
Corporate culture is an ideology that
includes shared values, a sense of
belonging to the organization, integration
of the goals of staff members and the
business organization, traditions,
organizational myths, and constitutes the
highest form of cultural development of
the organization
Corporate culture
of an economic
organization
Source: [9-24].
Summarizing the given definitions, it is worth
noting that corporate culture is a system of values,
certain convictions, beliefs, ideas, expectations,
symbols, as well as operating principles, norms of
behavior, traditions, rituals, etc., which have developed
over a certain period of time at the enterprise or in its
divisions during activity and are accepted by the
majority of employees.
American companies attach great importance to the
role of corporate culture as an additional opportunity to
increase competitiveness. Consultants Thomas J. Petere
and Robert X. Waterman in the process of analyzing the
"overachievements" of 62 American firms found out:
– 88% among highly profitable firms have special
units that are directly responsible for the implementation
of moral values;
– 74% popularize the institution's values program
to attract and entice the best personnel;
– 65% of firms have programs to combine these
values with measures to increase profitability;
– 58% of companies develop special programs of
cultural work among the staff.
In Ukraine, managers, sociologists, psychologists,
specialists in general cultural studies and management
addressed the problem of corporate culture in the
1990’s. M. Dmytrenko [25], H. Kolesnikov [26], and
O. Egorshina [27] can be named among them. There are
already the first signs of a civilized approach to defining
this phenomenon in Ukraine. According to the
definition of D. Zadykhail, “Corporate culture is a set of
rules and sustainable practices in the field of corporate
governance, which has not received normative
consolidation in legislation and is based on the general
cultural level of society, moral norms, business
practices, etc.” [28].
The purpose of corporate culture is to permanently
ensure high profitability of the organization by
improving the management of human resources in order
to ensure the loyalty of employees to the management,
to foster a positive attitude towards the company in
employees.
The subject of corporate culture is the formation of
the nature of harmonious relations both within the
organization and with the external environment, as well
as the formation of the main values of the organization.
Today, corporate culture belongs to complex
material and spiritual phenomena, systemic in nature.
Therefore, it is important to consider it comprehen-
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Економічний вісник Донбасу № 4(70), 2022
sively, from the positions of various fields of
knowledge. Like any culture, corporate culture is
formed and perceived by human consciousness, affects
human behavior and the way he feels and thinks.
Because of this, it is not enough to be limited to
organizational-economic or technical-functional
approaches.
The system of corporate views began to take shape
in the Middle Ages. Their characteristic features
included: solidarity of people of the same profession,
strict regulation of rights and obligations of professional
activity, etc. They received further development in the
bowels of the Roman Catholic Church and were
reflected in the social encyclicals of the fathers, which
appeared at the end of the 19th century as a reaction to
the rapid development of socialist teachings. In search
of an effective alternative, the church turned to the idea
of corporatism. This idea was first presented in the
encyclical of Leo XIII “Rerum Novarum” (1891). In this
concept, which received the name “social partnership”,
it consists in the cooperation of hired labor and capital,
which are considered as two interconnected and
complementary factors in the production process [29].
The idea of the essence of corporate culture and its
role in the enterprise (influence on employees, society)
has changed over the past two centuries. Therefore, the
following stages of the evolution of the development of
corporate culture should be distinguished (Table 2).
Table 2
Stages of the Evolution of the Development of Corporate Culture
Period Characteristics of periods of development of corporate culture
19th century The emergence of scientific views on corporate culture and its components. The
appearance of the term “corporate culture”, which was applied mainly to the
definition of external attributes in the clothing and communication of the military
(mainly applied to officer corporations). Representatives of this stage were
Helmut, Bernhard von Moltke, Taylor, Fayol, Sheriff, Jacus, and others.
From the beginning of XX
century until the end of the
70s of the XX century
Activation of research into the phenomenon of corporate (organizational) culture.
The term is actively spreading among young people (students) and professional
communities. In this period, the essence of CC becomes not only the difference
in the attributes of clothing, communication, but also the appearance of common
interests and causes, the main feature of this culture becomes the "corporate
spirit", which reflects the cohesion of the team in achieving a common goal.
80s of XX century – the end
of the 20th century
Activation of research into the phenomenon of corporate (organizational) culture.
Thanks to the scientific research of Peters, Waterman, Howstead and Turner, it
was found out that mostly the same management methods of influencing the work
team and their behaviour in different organizations show different reactions due
to different work traditions, values. Researchers Kennedy, Laffert, Harrison,
Handy and Shane – enriched the understanding of QC by investigating that it is
the main factor of organizational success and an important tool for personnel
development. Thanks to scientists, CC is increasingly beginning to be perceived
as a system of basic ideas, beliefs and aspirations, which are not just recorded and
described by a certain group of workers, but according to Shane (Shane) – exist
in the subconscious of people
The beginning of the XXI
century – these days
Domestic studies of corporate culture There is a change in the main priorities in
the development of CC in the direction of raising it towards the digital economy,
the person is the main factor in the effective development of the enterprise
Source: [30].
A holistic scientific approach to the phenomenon
of corporate (organizational) culture was first applied by
American scientists led by E. Mayo [30], who in 1927-
1932 conducted a study at the Western Electric company
called the Hawthorne Experiments. Their scientific and
theoretical significance lies in the discovery of the fact
of the existence of two types of structures – formal and
informal, which today is perceived as organizational
(corporate) culture.
However, the concept of organizational culture
was introduced into management theory only after the
Second World War by the British Institute of Human
Relations. The first narrowly specialized work on this
topic was Emil Jacques's book “The Diversity of
Factory Culture” in 1952, in which he defines culture as
a set of beliefs and expectations shared by members of
an organization and forming norms that largely
determine human behavior in an organization.
Today, we consider organizational culture as a
system of dominant values in the organization, rules and
norms of morality, traditions and customs, symbols and
rituals, certain patterns of behavior, actions and
relationships of employees within the enterprise.
E. Shane [10], describing the organizational
culture, singled out the following three levels:
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1) basic ideas – unconscious, self-evident beliefs
that determine the nature of employee behavior;
2) declared beliefs and values that are reflected in
strategies, goals, philosophy, general vision of the
organization's effectiveness;
3) artifacts – obvious structures, processes, signs,
characteristics
In the corporate culture, it is worth highlighting
twelve drivers of attraction (factors) of influence on its
activities: trust, justice, respect; consistency; communi-
cations; powers; effective processes; the organizational
structure; self-discipline; focus on quality and
satisfaction of consumer requirements; behavior of
leaders; quality of life; content of work; payment and
remuneration.
K. Cameron [31] singles out not only the
communicative aspects of the psychological climate in
the team, but also the employees' assessment of the
company's economic efficiency as parameters for
assessing corporate culture. Thus, the authors came to
the need to measure the results of the employee based
on his satisfaction, efficiency and level of staff retention.
A. Voronkova [15] considers corporate culture as a
certain background of the organization's activity, which
is especially evident in dynamic changes in the structure
or type of activity, which contributes to the
strengthening of the vector of effectiveness, depending
on the degree of manageability of the perceived values
of the organization. This background covers the set of
collective basic ideas of the participants of the
organization's activities. This interpretation of the
concept of culture shows its important role during the
implementation of changes in the organization and its
influence on the result of the achieved transformations.
The same interpretation of values by the collective of the
organization is important, which indirectly affects the
quality of organizational changes.
M. Semikina and I. Khymych [32] consider
corporate culture as a certain set of means for adaptation
to the requirements of the external environment and the
needs of the internal environment of the organization,
that is, the culture of the organization creates the
necessary conditions and facilitates the encounter of the
enterprise with the requirements of the environment.
H. Hofstede [33], not finding a generally accepted
definition of this phenomenon, made a list of signs
regarding which corporate or organizational culture:
– characterizes integrity, belonging to a whole that
is greater than the sum of its parts;
– historically determined, reflecting the history of
the organization;
– has to do with such things that anthropology
studies, such as rituals and symbols;
– is the result of social construction, which is
usually created and protected by a group of people who
together created an organization;
– defined as flexible and difficult to adapt to
changes in the environment.
Corporate culture acts as a multi-element and
functional structure that actively affects the life and
development of the organization. The system of forma-
tion of organizational culture, in particular, of enter-
prises is designed to perform the following functions
(Table 3).
Table 3
The Main Functions of Corporate Culture
Functions
of corporate culture
Characteristics of the function
1 2
Regulating Ensures compliance by employees with norms and rules of conduct
Adaptive Facilitates the process of adaptation of employees to the organization, to each
other and to the conditions of the internal environment of the organization
Protective Enables adaptation to the external environment with the help of strong
competitive advantages of the organization
Integration Makes it possible to unite the interests of all levels of the organization and its
employees; develops in them a sense of integral unity with the organization.
Indicative Directs the activities of production participants in accordance with the mission
of the organization
Motivating Creates the necessary incentives for employee activity
Optimizing It is aimed at using and combining the best options for actions and employee
relations within the organization
Formative Creating a structured formation of value orientations and moral and ethical
principles
Informational It is aimed at creating and preserving spiritual values
Cognitive It is aimed at learning and assimilating the principles of culture at the stage of
the employee's adaptation to the organization and, thus, promotes his inclusion
in the life of the team
Normative Establishes norms of acceptable behaviour in the organization
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Економічний вісник Донбасу № 4(70), 2022
Ending of Table 3
1 2
Educational and educational It helps in the education of moral and ethical, economic, innovative norms and
dictates certain guidelines for the behaviour of employees
Stabilizing Ensures the psychological stability of the organization's employees in crisis
situations
Selective Provides psychological comfort in the organization through an effective
personnel policy (natural selection of employees who perceive the values of
corporate culture)
Communicative Provides connection with other cultures through similar basic attitudes,
values, as well as connection with the external environment of the
organization
Economical Fosters in employees a sense of participation in all processes, therefore, a
sense of ownership, developing a desire for high self-realization
Quality management Ensures management of the quality of the organization's environment, and,
accordingly, this quality is transformed into the quality of work and the quality
performance of all employees of their functions
Evaluative and normative Gives an opportunity to evaluate the employee, determine his positive and
negative actions, progressive or conservative attitude to corporate
development
Control Directs management processes to establish an ideal corporate culture
Source: compiled on the basis of [22-29].
The main tasks of corporate culture include:
– creation of a favorable social and psychological
climate in the organization's team;
– creation of a special philosophy of the
organization that will be able to balance the
requirements of the internal and external environment;
– a clear corporate philosophy should contain: a
concise description of goals, strategies, priority values
of the organization (mission), definition of social
responsibility;
– priority of the goal;
– virtue, knowledge;
– transparency in relations at all levels;
– systematic motivation of the organization's
employees for effective business activity;
– formation of a conscious attitude of each
employee to his role and place in society;
– formation of a type of relationship both within
the organization and outside it, built on ethical
principles, moral principles and high responsibility.
In many countries, sufficient attention is paid to the
study of the peculiarities of corporate culture, which is
quite important for the search for the application of
theoretical and applied developments in the formation
of corporate culture within the national economy in
general and in the civil service in particular.
Organizational culture was considered from the
standpoint of various scientific disciplines. Summari-
zing the research, it is possible to distinguish several
directions, in particular managerial, economic,
ethnocultural, psychological, and the criteria by which
the study of organizational culture was conducted in the
context of each direction.
Each of the directions, according to the defined
criteria, highlights the main factor of formation and the
personal factor of organizational culture, as well as its
main function and, in accordance with them,
investigates this phenomenon. It should be noted that
among them, the management direction has a key role.
The science of management updated the study of
organizational culture, which made it possible to
comprehensively consider this phenomenon in the
future (Table 4).
Table 4
Directions and Criteria for Studying Corporate Culture
Directions
Criteria
Corporate culture function (CC) The main factor in the
formation of the CC Personal factor CC
1 2 3 4
Administrative Innovative and anti-crisis internal factor
of strategic management of the
organization, generalized characteristics
of the level of its development: structure,
goals, formal and informal communi-
cations, methods of decision-making,
delegation of powers
The manager is the
leader, the mission of
the organization
Management culture
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Економічний вісник Донбасу № 4(70), 2022
Ending of Table 4
1 2 3 4
Economic The factor of increasing labour pro-
ductivity, competitiveness, introduction
of new technologies, adaptation to market
conditions, organization of production
Market, profit Work culture
Ethnocultural The factor of interrelationship of cultural
and national characteristics and the
efficiency of the organization
Ethnicity, ideology,
politics
Employee mentality
Psychological The factor of influence on the sub-
conscious and consciousness of em-
ployees, a set of psychological para-
meters characterizing the group activity
of people within the same team in
accordance with the goal of the
organization
General human and
professional values,
goals, norms, rules, co-
de of conduct, feelings,
beliefs, attitudes, inter-
personal relationships,
ideas about methods of
management and joint
activities
Psychological
culture, socio-
psychological
climate
Source: compiled on the basis of [34].
The formation of corporate culture involves taking
into account two main factors – the external and internal
environment of the enterprise (Figure). The factors of
the external environment that affect corporate culture
include: globalization processes; political factors;
economic processes; innovative processes and
intellectualization of work; ecological condition; system
of legislation.
Among the internal factors of the environment that
have an impact on the corporate culture, the following
can be attributed: the internal state of the enterprise;
psychological readiness of staff and management for
changes; the management system adopted at the
enterprise; traditions of the enterprise; the history of the
enterprise's development; life cycle of the enterprise
[32].
Figure. The Structure of the Enterprise's Corporate Culture
Source: built on the basis of [34].
Functioning of corporate culture at various stages
of the enterprise's life: recruitment; motivation and
evaluation of employees; formation of groups; corporate
culture and image of the enterprise [35-39].
Conclusions. The concept of “corporate culture” is
quite broad and complex, researchers who looked into
this area in more detail had various approaches to
studying this issue, so many models were built to
describe corporate culture.
In the changing environment of the economy,
today, in order to effectively manage the enterprise in
the current conditions, management and personnel
management specialists need to build such a corporate
culture that will enable employees to understand the
need for innovations. Company managers should focus
on the level and development of their own corporate
culture, a high level of which leads to effective
interaction and increased labor productivity.
Today, corporate culture is gaining more and more
importance in the management system of the enterprise
in the modern economic environment (which is
characterized by instability, turbulence, dynamism and,
as a result, crisis), on the one hand, and the growing
level of informatization of society, the level of
communications in all spheres of the economy, on the
other hand. A fundamental role in this is played by the
Corporate
culture
Company
mission and
values
Peculiarities of the
organization and working
conditions
Culture of internal
communications
Socio-
psychological
culture
Information design
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Економічний вісник Донбасу № 4(70), 2022
general transition to the knowledge economy, which is
characterized by the dominance of information
resources, intellectual capital and intangible assets.
Prospects for further research are researched
methodical approach to the assessment of corporate
culture.
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Чернух Д. В. Корпоративна культура підприємства: сутність, моделі, типи
Проблеми розвитку корпоративної культури підприємств набувають усе більшої актуальності в сучасних умовах
господарювання. У зв’язку з цим подальших наукових досліджень потребує термінологічний апарат щодо суті та змісту
дефініції «корпоративна культура». Це, у свою чергу, дозволить виокремити об’єктні властивості й особливості трансформації
корпоративної культури транспортно-логістичних підприємств та надасть базис для визначення індикаторів оцінювання рівня
її розвитку.
Аналіз літератури з менеджменту та теорії організацій свідчить, що не існує єдиного наукового підходу до трактування
поняття «корпоративна культура». Встановлено, що зарубіжні та вітчизняні вчені використовують різні терміни для
D. Chernukh
104
Економічний вісник Донбасу № 4(70), 2022
визначення смислового значення цієї категорії, а саме: організаційна культура, культура організацій, організаційний клімат,
корпоративні зобов’язання, організаційне здоров’я. Здебільшого під корпоративною культурою дослідники розуміють: образ
мислення персоналу компанії, який увійшов у звичку і став традицією; спосіб дій, який поділяють усі співробітники
підприємства; комплекс переконань і очікувань; набуті смислові системи, здатні створювати культурний простір; філософські
та ідеологічні уявлення, цінності, символи, міфи, переконання, очікування і норми; певні позиції, точки зору, манери
поведінки; динамічну систему правил, яких дотримуються всі працівники компанії; інтегральну характеристику компанії
тощо. Існуючі наукові підходи умовно систематизовано за такими групами: функціональний, психологічний, нормативний
підходи.
У результаті узагальнення теоретичних підходів до використання відповідного понятійно-категоріального апарату
уточнено дефініцію та зміст формулювання категорії «корпоративна культура», що дозволяє розглядати її як систему
цінностей, певних переконань, вірувань, уявлень, очікувань, символів, а також дійових принципів, норм поведінки, традицій,
ритуалів тощо, що склалися за певний період часу на підприємстві або у його підрозділах у процесі діяльності та приймаються
більшістю співробітників.
Ключові слова: підприємство, корпоративна культура, термінологія, теоретичне узагальнення, концептуальні підходи,
систематизація.
Chernukh D. Corporate Culture of the Enterprise: Essence, Models, Types
The problems of the development of the corporate culture of enterprises are becoming more and more relevant in modern business
conditions. In this regard, the terminological apparatus regarding the essence and content of the definition of “corporate culture” needs
further scientific research. This, in turn, will make it possible to single out the object properties and features of the transformation of
the corporate culture of transport and logistics enterprises and will provide a basis for determining indicators for assessing the level of
its development.
The analysis of the literature on management and the theory of organizations shows that there is no single scientific approach to
the interpretation of the concept of “corporate culture”. It was established that foreign and domestic scientists use different terms to
define the semantic meaning of this category, namely: organizational culture, organizational culture, organizational climate, corporate
commitment, organizational health. For the most part, researchers understand corporate culture as: the way of thinking of the company's
personnel, which has become a habit and has become a tradition; a method of action shared by all employees of the enterprise; set of
beliefs and expectations; acquired semantic systems capable of creating a cultural space; philosophical and ideological ideas, values,
symbols, myths, beliefs, expectations and norms; certain positions, points of view, manners of behaviour; a dynamic system of rules
followed by all company employees; integral characteristics of the company, etc. Existing scientific approaches are conditionally
systematized according to the following groups: functional, psychological, normative approaches.
As a result of the generalization of theoretical approaches to the use of the appropriate conceptual and categorical apparatus, the
definition and content of the formulation of the category “corporate culture” have been clarified, which allows us to consider it as a
system of values, certain convictions, beliefs, ideas, expectations, symbols, as well as operating principles, norms of behaviour,
traditions, rituals, etc., which have developed over a certain period of time at the enterprise or in its divisions in the course of activity
and are accepted by the majority of employees.
Keywords: enterprise, corporate culture, terminology, theoretical generalization, conceptual approaches, systematization.
Received by the editors 17.10.2022
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| id | nasplib_isofts_kiev_ua-123456789-190183 |
| institution | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| issn | 1817-3772 |
| language | English |
| last_indexed | 2025-12-07T17:09:42Z |
| publishDate | 2022 |
| publisher | Інститут економіки промисловості НАН України |
| record_format | dspace |
| spelling | Chernukh, D. 2023-05-24T08:02:03Z 2023-05-24T08:02:03Z 2022 Corporate Culture of the Enterprise: Essence, Models, Types / D. Chernukh // Економічний вісник Донбасу. — 2022. — № 4 (70). — С. 93-104. — Бібліогр.: 39 назв. — англ. 1817-3772 DOI: 10.12958/1817-3772-2022-4(70)-93-104 https://nasplib.isofts.kiev.ua/handle/123456789/190183 005.5:658.3 The problems of the development of the corporate culture of enterprises are becoming more and more relevant in modern business conditions. In this regard, the terminological apparatus regarding the essence and content of the definition of “corporate culture” needs further scientific research. This, in turn, will make it possible to single out the object properties and features of the transformation of the corporate culture of transport and logistics enterprises and will provide a basis for determining indicators for assessing the level of its development.
 The analysis of the literature on management and the theory of organizations shows that there is no single scientific approach to the interpretation of the concept of “corporate culture”. It was established that foreign and domestic scientists use different terms to define the semantic meaning of this category, namely: organizational culture, organizational culture, organizational climate, corporate commitment, organizational health. For the most part, researchers understand corporate culture as: the way of thinking of the company's personnel, which has become a habit and has become a tradition; a method of action shared by all employees of the enterprise; set of beliefs and expectations; acquired semantic systems capable of creating a cultural space; philosophical and ideological ideas, values, symbols, myths, beliefs, expectations and norms; certain positions, points of view, manners of behaviour; a dynamic system of rules followed by all company employees; integral characteristics of the company, etc. Existing scientific approaches are conditionally systematized according to the following groups: functional, psychological, normative approaches.
 As a result of the generalization of theoretical approaches to the use of the appropriate conceptual and categorical apparatus, the definition and content of the formulation of the category “corporate culture” have been clarified, which allows us to consider it as a system of values, certain convictions, beliefs, ideas, expectations, symbols, as well as operating principles, norms of behaviour, traditions, rituals, etc., which have developed over a certain period of time at the enterprise or in its divisions in the course of activity and are accepted by the majority of employees. Проблеми розвитку корпоративної культури підприємств набувають усе більшої актуальності в сучасних умовах господарювання. У зв’язку з цим подальших наукових досліджень потребує термінологічний апарат щодо суті та змісту дефініції «корпоративна культура». Це, у свою чергу, дозволить виокремити об’єктні властивості й особливості трансформації корпоративної культури транспортно-логістичних підприємств та надасть базис для визначення індикаторів оцінювання рівня її розвитку.
 Аналіз літератури з менеджменту та теорії організацій свідчить, що не існує єдиного наукового підходу до трактування поняття «корпоративна культура». Встановлено, що зарубіжні та вітчизняні вчені використовують різні терміни для визначення смислового значення цієї категорії, а саме: організаційна культура, культура організацій, організаційний клімат, корпоративні зобов’язання, організаційне здоров’я. Здебільшого під корпоративною культурою дослідники розуміють: образ мислення персоналу компанії, який увійшов у звичку і став традицією; спосіб дій, який поділяють усі співробітники підприємства; комплекс переконань і очікувань; набуті смислові системи, здатні створювати культурний простір; філософські та ідеологічні уявлення, цінності, символи, міфи, переконання, очікування і норми; певні позиції, точки зору, манери поведінки; динамічну систему правил, яких дотримуються всі працівники компанії; інтегральну характеристику компанії тощо. Існуючі наукові підходи умовно систематизовано за такими групами: функціональний, психологічний, нормативний підходи. 
 У результаті узагальнення теоретичних підходів до використання відповідного понятійно-категоріального апарату уточнено дефініцію та зміст формулювання категорії «корпоративна культура», що дозволяє розглядати її як систему цінностей, певних переконань, вірувань, уявлень, очікувань, символів, а також дійових принципів, норм поведінки, традицій, ритуалів тощо, що склалися за певний період часу на підприємстві або у його підрозділах у процесі діяльності та приймаються більшістю співробітників. en Інститут економіки промисловості НАН України Економічний вісник Донбасу Management Corporate Culture of the Enterprise: Essence, Models, Types Корпоративна культура підприємства: сутність, моделі, типи Article published earlier |
| spellingShingle | Corporate Culture of the Enterprise: Essence, Models, Types Chernukh, D. Management |
| title | Corporate Culture of the Enterprise: Essence, Models, Types |
| title_alt | Корпоративна культура підприємства: сутність, моделі, типи |
| title_full | Corporate Culture of the Enterprise: Essence, Models, Types |
| title_fullStr | Corporate Culture of the Enterprise: Essence, Models, Types |
| title_full_unstemmed | Corporate Culture of the Enterprise: Essence, Models, Types |
| title_short | Corporate Culture of the Enterprise: Essence, Models, Types |
| title_sort | corporate culture of the enterprise: essence, models, types |
| topic | Management |
| topic_facet | Management |
| url | https://nasplib.isofts.kiev.ua/handle/123456789/190183 |
| work_keys_str_mv | AT chernukhd corporatecultureoftheenterpriseessencemodelstypes AT chernukhd korporativnakulʹturapídpriêmstvasutnístʹmodelítipi |