A case study on strategic leadership in TNB : Tan Sri Dato' Dr. Ani Arope (1991-1996), Tan Sri Datuk Dr. A. Tajuddin Ali (1996-1999), Dato' Pian Sukro (2001-present) by Hassan, Juhana, Hashim, Mariah, Sulaiman, Nor Aziah, Md. Salleh, Nor Zafir

“…Ani Arope focused on changing government to corporate culture, where Tajuddin Ali aimed to increase efficiency in providing reliable electricity supply, and Pian Sukro was more on strengthening TNB by improving its services to meet the need of high quality electricity.…”
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Effect of Fringe Benefits and Remuneration on Employee Engagement: The Moderating Role of Perceived Organisational Support by Acheampong Evans OWUSU, Glover ESTHER, Takyi-Wadieh EBENEZER, Ampofo Anane KYEI

“…An additional constraint of the study is its exclusive focus on a single company, thereby restricting the generalizability of the findings to the unique confines of that particular corporate culture. Practical implications- The results of this study will contribute to human resource managers’ efforts in putting plans in place to improve the operations of their companies. …”
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Success Factors for the Implementation of Big Data as a New Economic Resource by A. E. Karlik, V. V. Platonov, M. V. Tihonova, E. A. Jakovleva

“…The basis of the organizational capacity for the implementation of big data is information resources, human resources and corporate culture and systems (technologies) for data processing and analysis.…”
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Marketing Concept of Strategic Management of Competitiveness of Industrial and Commercial Activity of Subsidiaries of Agricultural Enterprises by Lyudmyla Lomovskykh, Nataliya Iefremova, Olena Kovalova

“…It has been determined that the marketing orientation of the management of the competitiveness of the enterprise's production and commercial activities means achieving the objective of the functioning of the subjects of agribusiness by market methods; a characteristic of the thinking style of managerial and administrative personnel, corporate culture, systems of universally recognized norms and values that are the basis for the formation of the principles of strategic management of competitiveness. …”
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Additive manufacturing – driving massive disruptive change in supply chain management by Klaus-Jürgen Meier

“…There will also be industries that can use additive manufacturing much more intensively than others – not least because of the technological restrictions of the manufacturing process. Corporate culture and the overcoming of technical challenges are a decisive factor. …”
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THE STRATEGY MAPS AND BALANCED SCORECARD DESIGN STUDY OF PT PERKEBUNAN NUSANTARA VII (PERSERO) by , Willy Mulyawan, , Dr. Wakhid Slamet Ciptono, MBA., MPM., Ph.D.

“…While in the Learning and Growth Perspective there are Competence-based Human Resource Development, Human Resource Productivity Improvement, Human Resource Composition, Enterprise Resource Planning (ERP) Development, Performance Appraisal System Development, Effective Good Corporate Governance, and Corporate Culture Development.…”

Analisis Desain Kantor Post-Pandemi Covid-19 di DKI Jakarta by Surya Gunanta Tarigan, Khalid Abdul Mannan

“…This study finds that it is that in the future, an ‘office’ will be seen more as a place to build corporate culture, to conduct training, as a social place for employees, and a place to meet clients and attract potential talents. …”
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PEMILIHAN MODEL ORGANISASI DAN TERWUJUDNYA PRINSIP-PRINSIP GOOD CORPORATE GOVERNANCE by Aries Susanty

“…Internal constraints cover the commitment of leaders and workers, the level of understanding of GCG principles from leaders and workers, good example from leaders, the corporate culture supporting the implementation of GCG principles, effectiveness of internal control system, and formality trap (implementing CG only to meet regulations). …”
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Knowledge management practices in oil companies by Yu. A. Bezginova, T. A. Garanina, D. V. Kudryavtsev, A. Yu. Pleshkova

“…KM is traditionally carried out with the help of the following components: information technology, organizational processes and structures, corporate culture and people. In addition, there are complex tools of KM, which usually combine several KM components: a library of documents (knowledge base, corporate memory), communities of practice, lessons learned, etc. …”
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Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent by Beatriz Monteiro, Vasco Santos, Isabel Reis, Marta Correia Sampaio, Bruno Sousa, Filipa Martinho, Maria José Sousa, Manuel Au-Yong-Oliveira

“…The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?)…”
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ANALISA KRITIS PRAKTEK AKUNTANSI KREATIF DALAM KONTEKS BUDAYA ORGANISASI PT. BUMI DAN PANDANGAN ISLAM DALAM MENYIKAPI PRAKTEK TERSEBUT by Widarto - -, Zaki - Baridwan, Made - Sudarma

“…</p> <p><strong> </strong></p> <p>Keywords: creative accuntancy, corporate culture</p>…”
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Historical review of Sony's innovations and future steps by Hachiya, Masanori

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Corporate identity pillars in a Malaysian government-linked company's (GLC) corporate brand: upper management views by Bidin, Rosmiza

“…Two subjective pillars were frequently discussed in the literature namely corporate culture (Van Riel and Balmer, 1997;) and corporate personality (Balmer, 1995). …”
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Deploying Big Data Enablers to Strengthen Supply Chain Resilience to Mitigate Sustainable Risks Based on Integrated HOQ-MCDM Framework by Chih-Hung Hsu, Ming-Ge Li, Ting-Yi Zhang, An-Yuan Chang, Shu-Zhen Shangguan, Wan-Ling Liu

“…To reduce risk in sustainable supply chains, enterprises must improve the key resilience indicators ‘financial capability’, ‘flexibility’, ‘corporate culture’, ‘information sharing’, and ‘robustness’. …”
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Emotional labor, workplace violence, and depressive symptoms in female Bank employees: a questionnaire survey using the K-ELS and K-WVS by Guang Hwi Kim, Hee Sung Lee, Sung Won Jung, Jae Gwang Lee, June Hee Lee, Kyung Jae Lee, Joo Ja Kim

“…In this way, management of emotional disharmony, a sub-factor of emotional labor, is necessary, and improvements to traditional corporate culture that monitors emotional labor is necessary. …”
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ABSENCE OF STOCK MARKET: IS THERE AN ALTERNATIVE TO EVA, EPS, P/E by Zoia S. Pestovska

“…It is concluded that all indicators should be treated with skepticism and used only as tools, not as drivers, and other factors should also be taken into account during the holistic assessment of investments: dividends, projected future profits, corporate culture, social responsibility of the company.…”
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Analysis of the experience and stability project at Ford Motor Company : what does it take to change a culture and rebuild a technical organization? by Chatawanich, Candy Suda, 1972-, Rush, Timothy Arthur

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Competitiveness—the engine that boosts economic growth and revives the economy by D. Vîrjan, A. M. Manole, M. R. Stanef-Puică, A. S. Chenic, C. M. Papuc, D. Huru, C. S. Bănacu

“…Competitiveness promotes valuable contributors and underpins performance at group and company level, and the effects from the micro level will propagate, with an emission effect, to the entire national economy with obvious implications at the international level, through real growth in macroeconomic indicators, increased labor productivity, increased economic performance (market share, export share, return on capital), raising living standards and economic and social wellbeing (life expectancy index, human development index, poverty rate), education (skills, knowledge, abilities, managerial and marketing skills, corporate culture), competitive potential (innovation, R&amp;D, promotion), and in raising the Global Competitiveness Index by focusing on factors of production, efficiency, and innovation, etc.…”
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How Pharmaceutical Companies Utilize Platform Strategy: A Study of the COVID-19 mRNA Vaccine Development by Aoki, Tomonoshin

“…These steps were executed so rapidly because, at the time of the pandemic, Moderna and BioNTech already had the financial and human resources, knowledge and patents, development experiences, digital infrastructures, efficient production facilities, influential partners, and a rational corporate culture for the project. Then, the next question should be: why did Moderna and BioNTech have such organizational capabilities at the outbreak of the pandemic? …”
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The CEO-merger connection : a top leadership perspective on large intercorporate combinations by Park, Kathleen Marshall

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