Corporate Cultural Strategy in Human Resource Management Practice: Indonesia Perspective by Aziz, Syahid Suhandi, Noor, Juliansyah

“…This study explores the corporate culture strategic implemented by human resource manager to address those culture differences at the parent company, subsidiary company and individual. …”
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Elevating organizational commitment through corporate culture: A case of public service agencies in Malaysia by Johari, Johanim, Mat Nazir, Eliy Nazira

“…This is important as to reaffi rm such assertion in the growing body of literature on organizational commitment.In line with that, this study attempts to examine the infl uence of corporate culture on organizational commitment. Corporate culture is assessed in terms of communication, teamwork, training and development, and reward and recognition.A survey was conducted among public servants of selected government agencies in the Northern Region of Peninsular Malaysia. …”
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Critical success factors of supply chain management: An empirical study on a manufacturing company in Malaysia by Thoo, Ai Chin, Huam, Hon Tat, Md Yusoff, Rosman, Rasli, Amran, Abd Hamid, Abu Bakar

“…The critical success factors consist of relationships with customer and supplier, information communication and technology (ICT), material flows management, corporate culture and performance measurement. Questionnaire was the main instrument for the study and it was distributed to 84 staffs from departments of purchasing, planning,logistics and operation. …”
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Creating winning SMEs and surviving in the midst of crisis: A conceptual framework by Nu‘man, A. Harits, Abdullah, Haim Hilman

“…Furthermore, continuous performance in an organization is crucial as it determines whether a firm pre-determined targets can be achieved or vice versa (Goffin & Perkins, 2009).The issue was the measurement of performance in the context of corporate culture and finding out the link between the success of an organization and corporate culture.To ensure the efficacy of an organization of securing long-term sustainable development and dealing with the changes, it is of utmost importance to optimize their performance significantly (Babeľová & Vaňová, 2014).Babeľová and Vaňová, (2014); Armstrong (2000) described the essence of performance management as an effort to obtain the best results by means of performance within a framework on planned goals, standards and attribute requirements or competence that has been mutually agreed. …”
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Issues, challenges and constraints in K-Era by Mohd Noor, Azahar, Yassin, Che Zan

“…The organisation’s goal should be to foster a corporate culture that is constantly learning, and to embed in it the organisation’s business processes.Organisations will benefit from management’s involvement in championing and facilitating the knowledge management programme in the organization.…”
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Corporate governance in the Mexican SMEs competitive strategy by Hernández, José G. Vargas, Gaeta, L.A.E. Verónica Flores

“…The current governance model is a fundamental change in the corporate culture, given the constant change and globalization of markets, it serves to strengthen the organizational structure of the company, particularly Mexican small and medium enterprises (SMEs) are more vulnerable to change, what comes the interest of "Analyze corporate governance as a competitive strategy in SMEs of Mexico" under the assumption that SMEs are more competitive by adopting management as corporate governance, and if not adopted this strategy, the company may be displaced from the national or international market.As a result the long term, this strategy aims to create social and economic welfare of SMEs, being labor strength in Mexico…”
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The role of corporate identity in the Malaysian higher education sector by Mohamad, Bahtiar, Abu Bakar, Hassan, Abdul Rahman, Nik Adzrieman

“…The Corporate Identity Model consists of five components: Corporate Culture, Behavior, Communication and Visual Identity, Market Conditions and firm, product and services. …”
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Strategising corporate identity for the perception of corporate image in the selected government-linked companies (GLCs) in Malaysia by Bidin, Rosmiza, Muhaimi, Aida, Bolong, Jusang

“…A survey has been conducted to audit the corporate image of selected GLCs in Malaysia using corporate identity elements, where data were collected from a sample of middle managers.Correlation analysis was used to analyze the data.Results indicated that all studied elements of corporate identity components (corporate behavior, corporate communication, corporate design, corporate culture, corporate strategy, and corporate personality) have significant contribution towards corporate image.Thus, managers have to carefully strategize these elements in their internal branding initiatives to come out with excellent corporate image.…”
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Warehouse management system and business performance: Case study of a regional distribution centre by Au, Yong Hui Nee

“…This study analyses the relationship between adoption of WMS to its impacts on business performance and competitive advantage of a regional distribution centre.In terms of business performance, the focus is placed on various competitive cores of distribution centre.WMS was found has a positive impact on companies' performance on operations management measures.To adopt the MIS, wireless barcode embedded WMS in specific, it is necessary to have corporate culture that supports complex operational activities.WMS implementation is crucial in bringing cost reduction in operational level, effective management in management level, as well as improvement of the company's competitiveness in strategic level. …”
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Education strategies in engaging business towards syariah compliance in As-Sofa Islamic College by Ahmad Razimi, Mohd Shahril, Abdul Rahim, Ahmad Khilmy

“…Sharia compliance will be explores in form of business management model.Five aspects of business entity will be proposed a model of business in Sharia compliance on this study; the function of management, the process of business, corporate culture, corporate governance and corporate social responsibility that will be implemented by As-Sofa Islamic college.…”
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Critical internal factors towards better organizational performance: A comparison between three different organizations by Abidin, Rahimi, Nordin, Norani, Osman, Nor Hasni, Mohd Zahari, Fadhilah

“…An organization must adapt to changes in the environment to act effectively in carrying out its responsibilities and co-ordinate all activities relating to the management.However, success in the past always becomes revered in the present by the over-valuation of the policies and attitudes or cultures which accompanied that success although they do not adapt to the changes in the environment.Corporate culture tends to blind organization to a need for change until the organization as a whole can accept the reality of the need.The question that needs to be address is when an organization knows that changes have to be implemented in the organization and what are the things to change.This paper presents the results of case studies conducted on three public sector organizations.The main objectives are to identify critical internal factors which affect the organizations’ performance and to analyze the competitive elements in the organizations.The analyses are based on the McKinsey 7S framework and the Kano Model.The results indicated that there are 3 internal factors that need to be considered in the formation and maintenance of the three public sector organizations.These internal factors are staff, structure and skill.The findings assist the organizations to clearly identify their organizational strength and weaknesses.Accordingly,they can have clear picture in getting all the internal factors into harmony to stimulate highly effective functioning towards a better organizational performance.…”
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Concept and practices of human capital development in Pakistan: A conceptual approach by Jabeen, Rubina, Ringim, Kabiru Jinjiri

“…Human Capital Development plays an important role in overall progress and productivity of an individual, organization and for the country.However, The practice of Human capital development in Pakistan is characterized by the absence of corporate cultures, weak enforcement of rules and regulations, poor financial management, operational inefficiencies, over staffing, unskilled employees, growing employee dissatisfaction, increasing quality complaints, government interference, and lack of work motivation results in low productivity. …”
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