|Title:||Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation|
Vol. 10, No 3, 2017
Published date: 10-2017 (print) / 10-2017 (online)
Economics & Sociology
ISSN: 2071-789X, eISSN: 2306-3459
Vytautas Magnus University
Lithuanian Sports University
|Keywords:||management culture, organizational culture, formal part of organizational culture, corporate social responsibility|
|JEL classification:||M12, M14, M19|
The article is theoretically based on management culture as part of the formal organizational culture, separately reviewing some of its elements. Expert evaluation organization, process and results of the instrument shaped by the authors and meant for qualitative research are briefly presented. The structure of the instrument is detailed by presenting its component parts and explanations. The research was carried out by interviewing the top managers of two big manufacturing company groups consisting of six enterprises. The article presents passages of an interview with the top managers of the six companies, revealing management culture as part of the formal organizational culture expression aiming to implement corporate social responsibility. It should be emphasized that the companies of both groups are preparing to become socially responsible and this results in the timeliness and importance of the research. Structured interviewing method was applied for the research, and the substantive content of the interview included strategy, organizational structure, rules and regulations, technologies, processes, information systems, control and incentive issues. The results of the research show that in both groups of the manufacturing companies management culture and corporate social responsibility, analysing them in terms of formal organizational culture, are perceived in very narrow aspects and their development is not part of the organizations’ strategic goals. The results of the study suggest that the ideas of corporate social responsibility cannot be implemented in a consistent way unless they are integrated into the formal part of organisational culture which plays an instrumental role.
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