Integral Aproach to Enterprise Culture as One of the Enterprises’Key Success Factors

Milfelner, Borut; Belak, Jernej

doi:10.1080/1331677x.2012.11517526

Cited by 6 publications

(3 citation statements)

References 37 publications

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“…Organisational culture could be referred to as the 'personality' of a firm (Llopis, Gonzalez & Gasco, 2007;Rowden, 2002;Milfelner & Belak, 2012;Duh, Belak & Milfelner, 2016;Sallos, Yoruk & Garcia-Perez, 2017). Therefore, in order to talk about a true corporate culture, this culture cannot be in the mind of only a few executives; it must be assumed by every single organisation member.…”

Section: Organisational Culturementioning

confidence: 99%

The evolution of web pages for a strategic description of large firms

Llopis

González

Gascó

2019

Economic Research-Ekonomska Istraživanja

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Carefully examining the site map of a firm with a well-developed website can provide both patterns about its corporate strategyconsidering all the elements that surround the organizationand a primary source for benchmarking. Our paper's aim is to use this technique: (a) to highlight the key strategic management issues which affect the top large Spanish firms; and (b) to show trends identified amongst such companies during the last ten years. Our methodology consists of a content analysis focused on websites of the Ibex35 companies listed on the Spanish Stock Market. It includes drawing a comparison with these same websites as two photos with a difference of ten years. Rather than carrying out a breakdown of the businesses developed by each corporation, the appropriate approach is the assessment of their respective corporate principles, as this would allow for a better identification of the underlying managerial, organisational and strategic realities of these organisations. The results evidence the high usefulness of this technique when it comes to detecting the most significant strategic management issues faced by the leading large Spanish firms, as well as their evolution over time.

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Section: Organisational Culturementioning

confidence: 99%

The evolution of web pages for a strategic description of large firms

Llopis

González

Gascó

2019

Economic Research-Ekonomska Istraživanja

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“…If managers are unethical, then ethics programs in the company cannot be effective because employees see them merely as window dressing, with the following consequences (Musek Lešnik, 2008;Treviño et al, 1999): decreased employee loyalty to the company, employees tending not to inform their managers promptly about bad news or legal or ethical principle infringements, unethical and criminal behavior becoming more common, employees becoming less aware of ethical questions and it becoming less likely that employees seek advice on ethical questions. Role modeling of managers is somewhat more common in pioneer and growing companies (Milfelner and Belak, 2012;Belak and Milfelner, 2011), most likely because contact between managers and employees is more frequent in smaller companies (Belak and Milfelner, 2011).…”

Section: Congruence Of Managementmentioning

confidence: 99%

Ethical culture as a predictor of late payments

Šalamon¹,

Milfelner

Belak

2017

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Purpose Poor payment discipline has been a constant problem faced by European companies and has only deteriorated with the current global economic crisis. Even though new legislation has been adopted several times on the European level, the situation has not changed in favor of improved payment discipline. This research aims to determine the correlation between ethical culture of the company and how it influences its payments. Design/methodology/approach The factor structure of Kaptein’s (2008) instrument for measuring ethical culture was analyzed using principal component analysis with varimax rotation. This factor analysis yielded six factors with eigenvalues over 1.00. The reliabilities of the single constructs were as follows: clarity (α = 0.891), feasibility (α = 0.918), discussability (α = 0.955), supportability (α = 0.956), sanctionability (α = 0.879) and transparency (α = 0.801). These six factors explained 78 per cent of the total variance. All six factors were named according to Kaptein’s (2008) proposal, whose factor analysis yielded, in addition to the six factors, the following two factors: “Congruence of supervisors” and “Congruence of management”. Both factors represent the ethical culture dimension that Kaptein (1998) called “Congruence”, which refers to the extent to which superiors’ and managers’ acts are in line with their ethics on the declarative level. Findings The results showed that two dimensions of ethical culture, sanctionability and feasibility, improve payment discipline. Research limitations/implications The results of this study provide an important link between ethical culture and late payments. However, the research has some limitations. The first limitation is the response rate of only 9.1 per cent. The next limitation is geographical location; the results in other European countries could be different. The third limitation of the research arises from the data collection, because ethical culture was evaluated by one person from each enterprise, and the average payment delay was also calculated based only on a sample of invoices. Future research should therefore attempt to confirm the correlation between ethical culture and payment discipline in other European countries. It would be interesting to compare finds among different European countries, to determine whether there are major differences among companies in the field of payment discipline. Originality/value Good payment discipline can be defined as settling obligations to the customer on time. Late payments have been one of the biggest problems in many European economies. Trade credit becomes even more important during economic crises (Guariglia and Mateut, 2006), when investments are in decline, trading volume is reduced, bank credit is harder to obtain and interest rates are increased (Vojinović et al., 2013; Lin and Martin, 2010). Because customers do not fulfill their obligations on time, even enterprises with healthy sales growth encounter cash flow problems (Tsai, 2011). This paper’s empirical research has been implemented in Slovenia because it has some of the worst payment disciplines among European countries. Such research is unique in Slovenia as well as wider.

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“…In this manner, the MER model of integral management and governance was designed to define enterprises' various success factors, including culture, ethics, philosophy, synergy, entrepreneurship, ecology, efficiency, competitiveness and coherence. To improve this model, several studies have been conducted to prove the importance of the selected and individual success factors as well as the importance and the influence of enterprise culture as essentially important factors to ensure enterprises' success and long-term existence (Kaptein, 1998;Sirk et al, 2015;Hauptman and Belak, 2015;Belak, 2013;Milfelner, 2011, 2012;Belak et al, 2010Milfelner and Belak, 2012;Belak and Pevec Rozman, 2012;Duh et al, 2010;Belak and Mulej, 2009;Belak, 2009, 2014;Belak and Hauptman, 2011). As argued in the current paper, some studies of enterprise (organizational) culture have been carried out; however, none have explored the relationship between enterprises' culture and developmental (life cycle) stages.…”

Section: Theoretical Background and Research Question Development 21 Organizational Culturementioning

confidence: 99%

Management and governance: organizational culture in relation to enterprise life cycle

Belak

2016

Kybernetes

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Purpose – The behaviour of an enterprise (including ethical behaviour) strongly depends on the organization’s culture, values and beliefs. The purpose of this paper is to demonstrate that organizational culture differs according to enterprise life cycle stage. Also the importance of the knowledge and awareness of these differences to enterprises’ management in order to be able to ensure enterprises’ success is argued. Design/methodology/approach – The case study research methodology was applied to explore the differences in the type of organizational culture as well as cultural strength depending on the enterprise’s life cycle stage. For the empirical testing, the author have selected Slovenia, one of the most developed European post-socialist transition countries. Findings – The research revealed differences in the types and strengths of enterprises’ organizational cultures and showed their dependence on the enterprises’ life cycle stages. Practical implications – Knowledge of differences in organizational culture in relation to an enterprise’s life cycle stage can significantly contribute to the behaviour of the enterprise’s key stakeholders by ensuring the long-term and sustainable success of the enterprise. Originality/value – The available literature does not provide similar research of differences in organizational culture in relation to an enterprise’s life cycle stages.

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Integral Aproach to Enterprise Culture as One of the Enterprises’Key Success Factors

Cited by 6 publications

References 37 publications

The evolution of web pages for a strategic description of large firms

The evolution of web pages for a strategic description of large firms

Ethical culture as a predictor of late payments

Management and governance: organizational culture in relation to enterprise life cycle

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