Luther Tai
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780195311310
- eISBN:
- 9780199789948
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195311310.003.0006
- Subject:
- Business and Management, HRM / IR
This chapter concludes that IBM is a pioneer and leader in implementing e-learning. E-learning has already made a difference in how their employees learn and work, as evidenced by their significant ...
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This chapter concludes that IBM is a pioneer and leader in implementing e-learning. E-learning has already made a difference in how their employees learn and work, as evidenced by their significant level of adoption. E-learning already represents 48 percent of learning at IBM. The experiences at IBM and other corporations viewed in the context of the nature of their business, their objectives, their operating environments, and their corporate cultures, offer a rich guide on corporate e-learning. As bandwidth increases and technology advances, the role of e-learning will continue to increase in corporate training. IBM has already gained a considerable amount of practical experience from their corporate e-learning programs in the past five years. They will undoubtedly continue to be innovative and make advances in e-learning in the future.Less
This chapter concludes that IBM is a pioneer and leader in implementing e-learning. E-learning has already made a difference in how their employees learn and work, as evidenced by their significant level of adoption. E-learning already represents 48 percent of learning at IBM. The experiences at IBM and other corporations viewed in the context of the nature of their business, their objectives, their operating environments, and their corporate cultures, offer a rich guide on corporate e-learning. As bandwidth increases and technology advances, the role of e-learning will continue to increase in corporate training. IBM has already gained a considerable amount of practical experience from their corporate e-learning programs in the past five years. They will undoubtedly continue to be innovative and make advances in e-learning in the future.
Francisca Ninik Yudianti
- Published in print:
- 2015
- Published Online:
- May 2016
- ISBN:
- 9780823267309
- eISBN:
- 9780823272334
- Item type:
- chapter
- Publisher:
- Fordham University Press
- DOI:
- 10.5422/fordham/9780823267309.003.0008
- Subject:
- Religion, Religion and Society
Do the principles and frameworks provided by Catholic Social Teaching (CST) have any effect today on the processes of democratic practices and Corporate Social Responsibility (CSR) in Catholic-owned ...
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Do the principles and frameworks provided by Catholic Social Teaching (CST) have any effect today on the processes of democratic practices and Corporate Social Responsibility (CSR) in Catholic-owned businesses? The results of Yudianti’s economic analysis indicate that, in fact, yes, the democratic practices of Catholic Social Teaching (CST) do have a positive effect on the adoption of Corporate Social Responsibility (CSR) as a business practice in the corporate culture of the Yogyakarta Special Region in Indonesia. While this is particularly true for the Small and Medium sized Enterprises (SME) in the Yogyakarta Special Region whose owners identify as Catholic, it remains to be seen the extent to which such practices have an impact on the Small and Medium sized Enterprises (SME) in the Yogyakarta Special Region whose owners identify as Muslim. While more research needs to be conducted in these areas, Yudianti’s contribution to the conversation suggests that such research ought to be undertaken, given that her preliminary findings show positive results for the practice of Corporate Social Responsibility (CSR).Less
Do the principles and frameworks provided by Catholic Social Teaching (CST) have any effect today on the processes of democratic practices and Corporate Social Responsibility (CSR) in Catholic-owned businesses? The results of Yudianti’s economic analysis indicate that, in fact, yes, the democratic practices of Catholic Social Teaching (CST) do have a positive effect on the adoption of Corporate Social Responsibility (CSR) as a business practice in the corporate culture of the Yogyakarta Special Region in Indonesia. While this is particularly true for the Small and Medium sized Enterprises (SME) in the Yogyakarta Special Region whose owners identify as Catholic, it remains to be seen the extent to which such practices have an impact on the Small and Medium sized Enterprises (SME) in the Yogyakarta Special Region whose owners identify as Muslim. While more research needs to be conducted in these areas, Yudianti’s contribution to the conversation suggests that such research ought to be undertaken, given that her preliminary findings show positive results for the practice of Corporate Social Responsibility (CSR).
Veronica Hope Hailey
- Published in print:
- 1999
- Published Online:
- October 2011
- ISBN:
- 9780198782049
- eISBN:
- 9780191695421
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198782049.003.0005
- Subject:
- Business and Management, HRM / IR, Strategy
This chapter describes the different approaches taken by two companies (Glaxo Pharmaceuticals UK and Hewlett Packard) to managing culture. Despite the difference in approach, both organizations ...
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This chapter describes the different approaches taken by two companies (Glaxo Pharmaceuticals UK and Hewlett Packard) to managing culture. Despite the difference in approach, both organizations manage culture relatively successfully in terms of the individual contexts in which the approaches are applied and the specific outcomes that each company wants to achieve. The chapter focuses on three main themes: (i) a comparative analysis of values or behaviours as a starting point for instituting cultural change; (ii) a comparative analysis of top-down or imposed cultural change and incremental and emergent cultural change; and (iii) a consideration of cultural management as a form of labour control. The chapter begins by reviewing the current debates under these three headings. Two case studies are then presented, and the chapter concludes with a discussion of the comparisons to be made and the general lessons learnt from the analysis. In particular it draws out the contextual features that are pertinent if companies choose to manage culture and the different outcomes which that management intervention may seek to achieve.Less
This chapter describes the different approaches taken by two companies (Glaxo Pharmaceuticals UK and Hewlett Packard) to managing culture. Despite the difference in approach, both organizations manage culture relatively successfully in terms of the individual contexts in which the approaches are applied and the specific outcomes that each company wants to achieve. The chapter focuses on three main themes: (i) a comparative analysis of values or behaviours as a starting point for instituting cultural change; (ii) a comparative analysis of top-down or imposed cultural change and incremental and emergent cultural change; and (iii) a consideration of cultural management as a form of labour control. The chapter begins by reviewing the current debates under these three headings. Two case studies are then presented, and the chapter concludes with a discussion of the comparisons to be made and the general lessons learnt from the analysis. In particular it draws out the contextual features that are pertinent if companies choose to manage culture and the different outcomes which that management intervention may seek to achieve.
Shehzad Nadeem
- Published in print:
- 2011
- Published Online:
- October 2017
- ISBN:
- 9780691147871
- eISBN:
- 9781400836697
- Item type:
- chapter
- Publisher:
- Princeton University Press
- DOI:
- 10.23943/princeton/9780691147871.003.0007
- Subject:
- Anthropology, Social and Cultural Anthropology
This chapter examines the globalization of corporate culture. It first considers the balance of control and consent in the workplace before discussing managerial views of Indian workers. It then ...
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This chapter examines the globalization of corporate culture. It first considers the balance of control and consent in the workplace before discussing managerial views of Indian workers. It then explores how professionalism plays itself out in the lives of outsourcing workers and describes some of the less than salutary effects of this push for moral reform. It also analyzes the ways that rule-bending undermines the meritocratic aspirations of the contemporary workplace. The chapter shows that management's infantilizing gaze, its project of moral reform, and the “flexible” labor regime are mutually supportive. Frustrated by what they perceive to be the submissiveness and excessive “Indianness” of their employees, management attempts to instill nominally Western professional values in the workforce.Less
This chapter examines the globalization of corporate culture. It first considers the balance of control and consent in the workplace before discussing managerial views of Indian workers. It then explores how professionalism plays itself out in the lives of outsourcing workers and describes some of the less than salutary effects of this push for moral reform. It also analyzes the ways that rule-bending undermines the meritocratic aspirations of the contemporary workplace. The chapter shows that management's infantilizing gaze, its project of moral reform, and the “flexible” labor regime are mutually supportive. Frustrated by what they perceive to be the submissiveness and excessive “Indianness” of their employees, management attempts to instill nominally Western professional values in the workforce.
Felice Davidson Perlmutter
- Published in print:
- 1997
- Published Online:
- January 2009
- ISBN:
- 9780195110159
- eISBN:
- 9780199865635
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195110159.003.0003
- Subject:
- Social Work, Communities and Organizations, Social Policy
This chapter tells the story of Pennsylvania Blue Shield's venture into the world of welfare. It discusses the factors that created the receptive environment for the venture. These include the ...
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This chapter tells the story of Pennsylvania Blue Shield's venture into the world of welfare. It discusses the factors that created the receptive environment for the venture. These include the organization's need for new workers, commitment and interest of management in the venture, the organization's history of providing training to new employees to give the necessary skills for competent job performance, receptive corporate culture, and involvement of other collaborating organizations in the project.Less
This chapter tells the story of Pennsylvania Blue Shield's venture into the world of welfare. It discusses the factors that created the receptive environment for the venture. These include the organization's need for new workers, commitment and interest of management in the venture, the organization's history of providing training to new employees to give the necessary skills for competent job performance, receptive corporate culture, and involvement of other collaborating organizations in the project.
Geoffrey Jones
- Published in print:
- 1995
- Published Online:
- October 2011
- ISBN:
- 9780198206026
- eISBN:
- 9780191676925
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198206026.003.0010
- Subject:
- Business and Management, Business History
This chapter focuses on the transformation of the multinational banking industry from the 1960s. The arrival of global financial markets changed the banking industry greatly. The City of London ...
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This chapter focuses on the transformation of the multinational banking industry from the 1960s. The arrival of global financial markets changed the banking industry greatly. The City of London retained a position of great importance because new markets were physically located in the resurgent City. However, British-owned banks rapidly lost their significance. American and Japanese multinational banks emerged and their importance to the world became greater. On the other hand, British multinational banks reduced in size and they were weakened by problems in their strategies and structures. Eventually, British bankers entered the era of global banking from the 1960s with an administrative heritage based on segmented markets, specialist institutions, and strong corporate cultures. They were able to secure franchises which yielded profits in the 1980s.Less
This chapter focuses on the transformation of the multinational banking industry from the 1960s. The arrival of global financial markets changed the banking industry greatly. The City of London retained a position of great importance because new markets were physically located in the resurgent City. However, British-owned banks rapidly lost their significance. American and Japanese multinational banks emerged and their importance to the world became greater. On the other hand, British multinational banks reduced in size and they were weakened by problems in their strategies and structures. Eventually, British bankers entered the era of global banking from the 1960s with an administrative heritage based on segmented markets, specialist institutions, and strong corporate cultures. They were able to secure franchises which yielded profits in the 1980s.
Kathryn Lofton
- Published in print:
- 2017
- Published Online:
- May 2018
- ISBN:
- 9780226481937
- eISBN:
- 9780226482125
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226482125.003.0011
- Subject:
- Religion, Religious Studies
This chapter offers a history of the concept of “corporate culture.” It begins and concludes with the 2008 financial crisis because respondents to the crisis suggested it was the result of a culture ...
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This chapter offers a history of the concept of “corporate culture.” It begins and concludes with the 2008 financial crisis because respondents to the crisis suggested it was the result of a culture problem. As they emerged from years of fines, layoffs, and reported losses, American bankers repeatedly told their customers that they were working to prevent another crisis through an improvement in their culture. Arguing that corporate culture emerged as a way to humanize the increasing role of corporations in American life, this chapter exposes the anthropological origins and persistent effects of diagnosing “culture” in US corporate life.Less
This chapter offers a history of the concept of “corporate culture.” It begins and concludes with the 2008 financial crisis because respondents to the crisis suggested it was the result of a culture problem. As they emerged from years of fines, layoffs, and reported losses, American bankers repeatedly told their customers that they were working to prevent another crisis through an improvement in their culture. Arguing that corporate culture emerged as a way to humanize the increasing role of corporations in American life, this chapter exposes the anthropological origins and persistent effects of diagnosing “culture” in US corporate life.
Geoffrey Jones
- Published in print:
- 1995
- Published Online:
- October 2011
- ISBN:
- 9780198206026
- eISBN:
- 9780191676925
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198206026.003.0005
- Subject:
- Business and Management, Business History
This chapter focuses on the situation of the British multinational banks in the period of political and economic crisis in the world economy, particularly between 1914 and 1946. The most striking ...
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This chapter focuses on the situation of the British multinational banks in the period of political and economic crisis in the world economy, particularly between 1914 and 1946. The most striking characteristic of the history of the British multinational banks in this period was that they and their branch networks largely survived intact. Their strong corporate cultures enabled them to respond effectively to harsh conditions. Their reserves also helped them survive when the Great Depression and the financial crisis of 1931 struck. Moreover, the use of off-balance sheet transfers enabled banks to maintain confidence in the face of severe business fluctuations. The changes in the world economy between 1914 and 1946 proved the continued viability of the nineteenth-century structure of British multinational banking.Less
This chapter focuses on the situation of the British multinational banks in the period of political and economic crisis in the world economy, particularly between 1914 and 1946. The most striking characteristic of the history of the British multinational banks in this period was that they and their branch networks largely survived intact. Their strong corporate cultures enabled them to respond effectively to harsh conditions. Their reserves also helped them survive when the Great Depression and the financial crisis of 1931 struck. Moreover, the use of off-balance sheet transfers enabled banks to maintain confidence in the face of severe business fluctuations. The changes in the world economy between 1914 and 1946 proved the continued viability of the nineteenth-century structure of British multinational banking.
Georg Von Krogh, Kazuo Ichijo, and Ikujiro Nonaka
- Published in print:
- 2000
- Published Online:
- October 2011
- ISBN:
- 9780195126167
- eISBN:
- 9780199848720
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195126167.003.0010
- Subject:
- Business and Management, Knowledge Management
Although it is a known fact that companies incorporate particular kinds of knowledge in their business processes, the business of management consulting firms concentrates mainly on the creation of ...
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Although it is a known fact that companies incorporate particular kinds of knowledge in their business processes, the business of management consulting firms concentrates mainly on the creation of knowledge, as consultants have to refer to individual, social, explicit, and tacit knowledge in order to cater to the needs of their clients. Such firms make use of all the enablers cited in the previous chapters of this book, as they provide knowledge about specific topics, and knowledge enabling becomes the core of this industry. While these firms are differentiated from their competitors in terms of the value-added advice on operations, strategy, and information technology, the focus of this chapter dwells on demonstrating how a particular firm's — Gemini Consulting — operations overlap, the kinds of barriers they may encounter, and the corporate culture that best allows the cultivation of knowledge and the company's operations.Less
Although it is a known fact that companies incorporate particular kinds of knowledge in their business processes, the business of management consulting firms concentrates mainly on the creation of knowledge, as consultants have to refer to individual, social, explicit, and tacit knowledge in order to cater to the needs of their clients. Such firms make use of all the enablers cited in the previous chapters of this book, as they provide knowledge about specific topics, and knowledge enabling becomes the core of this industry. While these firms are differentiated from their competitors in terms of the value-added advice on operations, strategy, and information technology, the focus of this chapter dwells on demonstrating how a particular firm's — Gemini Consulting — operations overlap, the kinds of barriers they may encounter, and the corporate culture that best allows the cultivation of knowledge and the company's operations.
Lawrence Cunningham
- Published in print:
- 2014
- Published Online:
- November 2015
- ISBN:
- 9780231170048
- eISBN:
- 9780231538695
- Item type:
- book
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231170048.001.0001
- Subject:
- Business and Management, Strategy
Berkshire Hathaway, the $300 billion conglomerate that Warren Buffett built, is among the world’s largest and most famous corporations. Yet, for all its power and celebrity, few people understand ...
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Berkshire Hathaway, the $300 billion conglomerate that Warren Buffett built, is among the world’s largest and most famous corporations. Yet, for all its power and celebrity, few people understand Berkshire, and many assume it cannot survive without Buffett. This book proves them wrong. In a portrait of the corporate culture that unites Berkshire’s subsidiaries, the book unearths the traits that assure the conglomerate’s continued prosperity. Riveting stories of each subsidiary’s origins, triumphs, and journey to Berkshire reveal how managers generate economic value from intangibles like thrift, integrity, entrepreneurship, autonomy, and a sense of permanence.Less
Berkshire Hathaway, the $300 billion conglomerate that Warren Buffett built, is among the world’s largest and most famous corporations. Yet, for all its power and celebrity, few people understand Berkshire, and many assume it cannot survive without Buffett. This book proves them wrong. In a portrait of the corporate culture that unites Berkshire’s subsidiaries, the book unearths the traits that assure the conglomerate’s continued prosperity. Riveting stories of each subsidiary’s origins, triumphs, and journey to Berkshire reveal how managers generate economic value from intangibles like thrift, integrity, entrepreneurship, autonomy, and a sense of permanence.
Helena Chance
- Published in print:
- 2017
- Published Online:
- September 2017
- ISBN:
- 9781784993009
- eISBN:
- 9781526124043
- Item type:
- book
- Publisher:
- Manchester University Press
- DOI:
- 10.7228/manchester/9781784993009.001.0001
- Subject:
- Architecture, Architectural History
From the 1880s, a new type of designed green space appeared in the industrial landscape in Britain and the USA, the factory pleasure garden and recreation park, and some companies opened allotment ...
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From the 1880s, a new type of designed green space appeared in the industrial landscape in Britain and the USA, the factory pleasure garden and recreation park, and some companies opened allotment gardens for local children. Initially inspired by the landscapes of industrial villages in the UK, progressive American and British industrialists employed landscape and garden architects to improve the advantages and aesthetic of their factories. In the US, these landscapes were created at a time of the USA’s ascendancy as the world’s leading industrial nation. The factory garden and park movement flourished between the Wars, driven by the belief in the value of gardens and parks to employee welfare and to recruitment and retention. Arguably above all, in an age of burgeoning mass media, factory landscaping represented calculated exercises in public relations, materially contributing to advertising and the development of attractive corporate identities. Following the Second World War the Americans led the way in corporate landscaping as suburban office campuses, estates and parks multiplied. In the twenty-first century a refreshed approach brings designs closer in spirit to pioneering early twentieth century factory landscapes. This book gives the first comprehensive and comparative account of the contribution of gardens, gardening and sports to the history of responsible capitalism and ethical working practices from multiple critical perspectives and draws together the existing literature with key primary material from some of the most innovative and best documented of the corporate landscapes; Cadbury, the National Cash Register Company, Shredded Wheat and Spirella Corsets.Less
From the 1880s, a new type of designed green space appeared in the industrial landscape in Britain and the USA, the factory pleasure garden and recreation park, and some companies opened allotment gardens for local children. Initially inspired by the landscapes of industrial villages in the UK, progressive American and British industrialists employed landscape and garden architects to improve the advantages and aesthetic of their factories. In the US, these landscapes were created at a time of the USA’s ascendancy as the world’s leading industrial nation. The factory garden and park movement flourished between the Wars, driven by the belief in the value of gardens and parks to employee welfare and to recruitment and retention. Arguably above all, in an age of burgeoning mass media, factory landscaping represented calculated exercises in public relations, materially contributing to advertising and the development of attractive corporate identities. Following the Second World War the Americans led the way in corporate landscaping as suburban office campuses, estates and parks multiplied. In the twenty-first century a refreshed approach brings designs closer in spirit to pioneering early twentieth century factory landscapes. This book gives the first comprehensive and comparative account of the contribution of gardens, gardening and sports to the history of responsible capitalism and ethical working practices from multiple critical perspectives and draws together the existing literature with key primary material from some of the most innovative and best documented of the corporate landscapes; Cadbury, the National Cash Register Company, Shredded Wheat and Spirella Corsets.
Lawrence A. Cunningham
- Published in print:
- 2014
- Published Online:
- November 2015
- ISBN:
- 9780231170048
- eISBN:
- 9780231538695
- Item type:
- chapter
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231170048.003.0003
- Subject:
- Business and Management, Strategy
This chapter discusses Berkshire Hathaway’s corporate culture. Corporate culture is defined by a set of shared beliefs, practices, and outlooks that determine a corporation’s expectations and ...
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This chapter discusses Berkshire Hathaway’s corporate culture. Corporate culture is defined by a set of shared beliefs, practices, and outlooks that determine a corporation’s expectations and influence the behavior of its personnel toward colleagues, customers, and owners alike. The tone is set at the top and percolates throughout the organization through daily decisions, challenges, and crises. The values of a company are at the core of its culture, as they establish the standards to achieve its goals. At Berkshire, these values first began to take shape from the acquisition criteria Buffett established to identify potential subsidiaries: proven profitability, good unleveraged returns on equity, management in place, basic businesses, and a fair price. Another formal expression of Berkshire’s tone that helped shape its values is a set of owner-related business principles that define how Berkshire and its subsidiaries relate to its shareholders and other constituents. It is an impressive list of fifteen principles that Berkshire’s chief executive lives by. Examples include conceiving of the organization as a partnership despite using the corporate form, minimizing the use of borrowed money, assessing whether to reinvest earnings or pay dividends based on whether a dollar reinvested will increase shareholder value by at least as much, and holding subsidiaries forever.Less
This chapter discusses Berkshire Hathaway’s corporate culture. Corporate culture is defined by a set of shared beliefs, practices, and outlooks that determine a corporation’s expectations and influence the behavior of its personnel toward colleagues, customers, and owners alike. The tone is set at the top and percolates throughout the organization through daily decisions, challenges, and crises. The values of a company are at the core of its culture, as they establish the standards to achieve its goals. At Berkshire, these values first began to take shape from the acquisition criteria Buffett established to identify potential subsidiaries: proven profitability, good unleveraged returns on equity, management in place, basic businesses, and a fair price. Another formal expression of Berkshire’s tone that helped shape its values is a set of owner-related business principles that define how Berkshire and its subsidiaries relate to its shareholders and other constituents. It is an impressive list of fifteen principles that Berkshire’s chief executive lives by. Examples include conceiving of the organization as a partnership despite using the corporate form, minimizing the use of borrowed money, assessing whether to reinvest earnings or pay dividends based on whether a dollar reinvested will increase shareholder value by at least as much, and holding subsidiaries forever.
Jon Kolko
- Published in print:
- 2010
- Published Online:
- May 2011
- ISBN:
- 9780199744336
- eISBN:
- 9780199894710
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199744336.003.0006
- Subject:
- Psychology, Cognitive Models and Architectures, Human-Technology Interaction
This chapter describes how a company can foster a positive culture, one that supports and encourages synthesis. After explaining the challenges of achieving this form of culture, the text describes ...
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This chapter describes how a company can foster a positive culture, one that supports and encourages synthesis. After explaining the challenges of achieving this form of culture, the text describes how constraints and play are used as “levers” during synthesis. This is explored in the context of flow—how visualization is used to explore ideas visually, and communicate them between people.Less
This chapter describes how a company can foster a positive culture, one that supports and encourages synthesis. After explaining the challenges of achieving this form of culture, the text describes how constraints and play are used as “levers” during synthesis. This is explored in the context of flow—how visualization is used to explore ideas visually, and communicate them between people.
Carol Upadhya
- Published in print:
- 2016
- Published Online:
- October 2016
- ISBN:
- 9780199461486
- eISBN:
- 9780199087495
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199461486.003.0006
- Subject:
- Sociology, Economic Sociology, Social Stratification, Inequality, and Mobility
Chapter 5 continues the exploration of the connections between work, culture, power, and subjectivity in IT workspaces through an examination of the fashioning of new worker-subjects through soft ...
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Chapter 5 continues the exploration of the connections between work, culture, power, and subjectivity in IT workspaces through an examination of the fashioning of new worker-subjects through soft skills training. Communication skills, cross-cultural sensitivity, and other such training programmes impart and valorize personal orientations and techniques of self-development that draw on a neoliberal model of the self as well as stereotyped notions of Indian culture. Though such training, software engineers are urged to reconstitute themselves according to a standardized model of global corporate culture and professionalism and to reflect upon their identities and selves through an authorized discourse of cultural difference. The chapter also delineates the multifarious ways that ‘culture’ is put to work in IT workspaces to manage labour and business relations, and highlights the ways in which IT workers appropriate these technologies of the self and narratives of culture to reengineer themselves within a complex and shifting social field.Less
Chapter 5 continues the exploration of the connections between work, culture, power, and subjectivity in IT workspaces through an examination of the fashioning of new worker-subjects through soft skills training. Communication skills, cross-cultural sensitivity, and other such training programmes impart and valorize personal orientations and techniques of self-development that draw on a neoliberal model of the self as well as stereotyped notions of Indian culture. Though such training, software engineers are urged to reconstitute themselves according to a standardized model of global corporate culture and professionalism and to reflect upon their identities and selves through an authorized discourse of cultural difference. The chapter also delineates the multifarious ways that ‘culture’ is put to work in IT workspaces to manage labour and business relations, and highlights the ways in which IT workers appropriate these technologies of the self and narratives of culture to reengineer themselves within a complex and shifting social field.
E. Norman Veasey and Christine T. Di Guglielmo
- Published in print:
- 2013
- Published Online:
- April 2015
- ISBN:
- 9780199315604
- eISBN:
- 9780190259792
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:osobl/9780199315604.003.0004
- Subject:
- Law, Company and Commercial Law
One of the fundamental duties of the general counsel is the promotion of ethical conduct within the corporate organization, resulting with the moniker “guardian of the corporate integrity”. ...
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One of the fundamental duties of the general counsel is the promotion of ethical conduct within the corporate organization, resulting with the moniker “guardian of the corporate integrity”. Advocating a corporate culture where the subordinates all throughout the organization act based on “doing the right thing” is often placed in the hands of the general counsel. It is his or her job to spearhead the corporate charge towards building an ethical environment where everyone works strategically but with integrity. This chapter looks at the process of establishing and maintaining a legal and ethical culture, the different professional conduct rules dealing with the in-house counsel, and the demonstration of openness and community involvement through corporate citizenship, incorporating diversity within the company, and formalizing pro bono programmes.Less
One of the fundamental duties of the general counsel is the promotion of ethical conduct within the corporate organization, resulting with the moniker “guardian of the corporate integrity”. Advocating a corporate culture where the subordinates all throughout the organization act based on “doing the right thing” is often placed in the hands of the general counsel. It is his or her job to spearhead the corporate charge towards building an ethical environment where everyone works strategically but with integrity. This chapter looks at the process of establishing and maintaining a legal and ethical culture, the different professional conduct rules dealing with the in-house counsel, and the demonstration of openness and community involvement through corporate citizenship, incorporating diversity within the company, and formalizing pro bono programmes.
Harold James
- Published in print:
- 2012
- Published Online:
- October 2017
- ISBN:
- 9780691153407
- eISBN:
- 9781400841868
- Item type:
- chapter
- Publisher:
- Princeton University Press
- DOI:
- 10.23943/princeton/9780691153407.003.0001
- Subject:
- History, European Modern History
This introductory chapter sketches a brief portrait of the Krupp company. It first explores the various symbolisms of the Krupp name over the years, the criticisms and praise leveled at the company, ...
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This introductory chapter sketches a brief portrait of the Krupp company. It first explores the various symbolisms of the Krupp name over the years, the criticisms and praise leveled at the company, and considers how this company had become as iconic as was and is, especially in the world of business. The chapter examines three themes which it credits with the development of the Krupp company: the absence of an exclusive focus on profitability, an acknowledgement that technically advanced enterprises exist in an international and even global system, and the company's position between family affairs on the one hand and the establishment of a business organization on the other.Less
This introductory chapter sketches a brief portrait of the Krupp company. It first explores the various symbolisms of the Krupp name over the years, the criticisms and praise leveled at the company, and considers how this company had become as iconic as was and is, especially in the world of business. The chapter examines three themes which it credits with the development of the Krupp company: the absence of an exclusive focus on profitability, an acknowledgement that technically advanced enterprises exist in an international and even global system, and the company's position between family affairs on the one hand and the establishment of a business organization on the other.
Nicholas Gebhardt
- Published in print:
- 2017
- Published Online:
- September 2017
- ISBN:
- 9780226448558
- eISBN:
- 9780226448725
- Item type:
- book
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226448725.001.0001
- Subject:
- Music, History, American
This book is about the changes that took place in popular music in the United States, in the period from 1870 until 1929. It explores the context for those changes and offers an explanation for why ...
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This book is about the changes that took place in popular music in the United States, in the period from 1870 until 1929. It explores the context for those changes and offers an explanation for why they happened. Above all, it aims to tell a particular kind of story about popular musicians, one that foregrounds their relationship to new conceptions of wealth, power, and social order. Central to this story is American vaudeville and its role in the transformation of musical values, practices, repertoires, and artistic institutions. Although the early signs of this transformation were evident by the mid-nineteenth century, especially as a result of the international achievements of the minstrel show, it was not until the 1890s that a new musical culture came into view. The major objective of this study is to clarify the ways in which the economic, political, and moral authority of the emerging corporate society managed to reshape this musical culture so dramatically, and with such long-lasting effects. Because popular musicians were such active participants in this process, it examines their efforts to open up creative spaces within those institutions most closely identified with the emerging entertainment industry.Less
This book is about the changes that took place in popular music in the United States, in the period from 1870 until 1929. It explores the context for those changes and offers an explanation for why they happened. Above all, it aims to tell a particular kind of story about popular musicians, one that foregrounds their relationship to new conceptions of wealth, power, and social order. Central to this story is American vaudeville and its role in the transformation of musical values, practices, repertoires, and artistic institutions. Although the early signs of this transformation were evident by the mid-nineteenth century, especially as a result of the international achievements of the minstrel show, it was not until the 1890s that a new musical culture came into view. The major objective of this study is to clarify the ways in which the economic, political, and moral authority of the emerging corporate society managed to reshape this musical culture so dramatically, and with such long-lasting effects. Because popular musicians were such active participants in this process, it examines their efforts to open up creative spaces within those institutions most closely identified with the emerging entertainment industry.
Donal Harris
- Published in print:
- 2016
- Published Online:
- September 2017
- ISBN:
- 9780231177726
- eISBN:
- 9780231541343
- Item type:
- chapter
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231177726.003.0004
- Subject:
- Literature, 20th-century Literature and Modernism
Time Inc., at one time the largest media conglomerate in the world, invented the “poet-reporter” by strategically hiring modernist authors to develop its uniformly stylish periodical voice. In ...
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Time Inc., at one time the largest media conglomerate in the world, invented the “poet-reporter” by strategically hiring modernist authors to develop its uniformly stylish periodical voice. In different ways James Agee's and Walker Evans’ Let Us Now Praise Famous Men and Kenneth Fearing’s The Big Clock formalize the felt erasure between personal writing and salaried corporate work that accompanies their jobs in a corporate media company.Less
Time Inc., at one time the largest media conglomerate in the world, invented the “poet-reporter” by strategically hiring modernist authors to develop its uniformly stylish periodical voice. In different ways James Agee's and Walker Evans’ Let Us Now Praise Famous Men and Kenneth Fearing’s The Big Clock formalize the felt erasure between personal writing and salaried corporate work that accompanies their jobs in a corporate media company.
Jaesok Kim
- Published in print:
- 2013
- Published Online:
- September 2013
- ISBN:
- 9780804784542
- eISBN:
- 9780804786126
- Item type:
- book
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804784542.001.0001
- Subject:
- Anthropology, Asian Cultural Anthropology
This book draws on research into a multinational corporation (MNC) in Qingdao, China, and delves deep into the power dynamics at play between Korean management, Chinese migrant workers, local-level ...
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This book draws on research into a multinational corporation (MNC) in Qingdao, China, and delves deep into the power dynamics at play between Korean management, Chinese migrant workers, local-level Chinese government officials, and Chinese local gangs. Located within the chain of global garment production, the multinational corporation was under the incessant demand to cut production costs that continually destabilizes the factory regime of the corporation. The relentless demand of price cuts, the decreasing business profits, and the outmoded production facilities forced management to change the factory regime, which resluted in a relatively rapid transformation from despotic to paternalist regimes. The book demonstrates how a particular MNC struggled with the pressure to be increasingly profitable while negotiating a clash between Korean and Chinese cultures, traditions, and classes on the floor of a garment factory. Beyond a one-dimensional observation based on corporate greed or an exploitation model, it captures the daily struggles of management, mid-level personnel, and workers who struggle, each in their own way, to survive the pressures of laboring in a global market system. The book also pays particular attention to common features of post-socialist countries such as the greater importance of social connection and backroom influence in business. By analyzing the contentious collaboration between foreign management, factory workers, government officials, and gangs, it contributes not only to the research on the politics of resistance but also to our understanding of how global and local forces interact.Less
This book draws on research into a multinational corporation (MNC) in Qingdao, China, and delves deep into the power dynamics at play between Korean management, Chinese migrant workers, local-level Chinese government officials, and Chinese local gangs. Located within the chain of global garment production, the multinational corporation was under the incessant demand to cut production costs that continually destabilizes the factory regime of the corporation. The relentless demand of price cuts, the decreasing business profits, and the outmoded production facilities forced management to change the factory regime, which resluted in a relatively rapid transformation from despotic to paternalist regimes. The book demonstrates how a particular MNC struggled with the pressure to be increasingly profitable while negotiating a clash between Korean and Chinese cultures, traditions, and classes on the floor of a garment factory. Beyond a one-dimensional observation based on corporate greed or an exploitation model, it captures the daily struggles of management, mid-level personnel, and workers who struggle, each in their own way, to survive the pressures of laboring in a global market system. The book also pays particular attention to common features of post-socialist countries such as the greater importance of social connection and backroom influence in business. By analyzing the contentious collaboration between foreign management, factory workers, government officials, and gangs, it contributes not only to the research on the politics of resistance but also to our understanding of how global and local forces interact.
Lawrence A. Cunningham
- Published in print:
- 2014
- Published Online:
- November 2015
- ISBN:
- 9780231170048
- eISBN:
- 9780231538695
- Item type:
- chapter
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231170048.003.0018
- Subject:
- Business and Management, Strategy
This chapter presents some final thoughts. This book has examined Berkshire and its subsidiaries to generate a picture of Berkshire’s corporate culture. It has shown that in all these ...
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This chapter presents some final thoughts. This book has examined Berkshire and its subsidiaries to generate a picture of Berkshire’s corporate culture. It has shown that in all these subsidiaries—despite their number and diversity—are shared values. There is also a common outlook of permanency among all these companies, many of which had faced the travails of serial ownership by corporate parents, leveraged buyout operators, or private equity firms. Once Buffett leaves Berkshire, deals are expected to be handled differently, shareholder letters will strike a different tone, and the annual meetings will feel odd. But Berkshire will always acquire new businesses, readers will continue to study Berkshire’ annual shareholder letters, and shareholders will still flock to the annual meetings. As a new guard leads the evolution of Berkshire beyond Buffett, they will set its course and the company will never be the same. Yet the core values that define it have proven to offer unique sustaining value.Less
This chapter presents some final thoughts. This book has examined Berkshire and its subsidiaries to generate a picture of Berkshire’s corporate culture. It has shown that in all these subsidiaries—despite their number and diversity—are shared values. There is also a common outlook of permanency among all these companies, many of which had faced the travails of serial ownership by corporate parents, leveraged buyout operators, or private equity firms. Once Buffett leaves Berkshire, deals are expected to be handled differently, shareholder letters will strike a different tone, and the annual meetings will feel odd. But Berkshire will always acquire new businesses, readers will continue to study Berkshire’ annual shareholder letters, and shareholders will still flock to the annual meetings. As a new guard leads the evolution of Berkshire beyond Buffett, they will set its course and the company will never be the same. Yet the core values that define it have proven to offer unique sustaining value.
