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Corporate culture: Case study of IKEA

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documents in English
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case study
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  1. Introduction
  2. The concept of corporate culture
    1. Corporate culture
    2. Business culture
    3. Regional culture
  3. How can we observe culture?
    1. Myths
    2. The craft
    3. Values
    4. Taboos
    5. The symbols
    6. Rites
    7. Languages
    8. Dress codes
  4. Corporate culture: management, functions and limits
    1. Culture and management
    2. The limits of corporate culture
  5. Conclusion

"Let us begin with an anecdote to highlight the theme of corporate culture in an intelligible and meaningful manner?. The following testimony is that of an officer of a company which was recently formed by the merger of two industrial companies: "When I need a new piece, I can ask someone from the company for it. If A deals with it he will revert with a record of 2.5 kg containing all plans, sketches and drawings possible of the part in question, machinery for the manufacture of workshops, and factories to install new machines, even if I do not see him for two months.

Faced with this same problem, someone from company B will immediately look for a sub-contractor in the yellow pages directory". This story is characteristic of the corporate culture as a specific way adopted by the company to respond to problems. The concept of corporate culture became popular in 1980 following the publication of an article in Business Week on this subject. For a long time business leaders have sought to create a "spirit house", characterizing the specificity of their expertise vis-a-vis competitors.

According to this initial finding, corporate culture allows an institution to stand out from those around it. However, this is a key concept within the company itself. The company is in fact a conflict zone of tension and interaction between different professional, regional or even national cultures. The culture aims to address the economic and social needs the heterogeneous community to enable it to operate optimally. Corporate culture contributes to the common vision of all the employees who make up this community. "

In the first part, we will study the concepts of corporate, national, and regional culture. In the second part, we will show how corporate culture is observed. Finally, in the last part, we will consider the applications and limits of corporate culture.
The company IKEA will serve as an illustration of the practical concepts of this issue and the areas in which it is relevant.

Corporate culture refers to all ways of thinking, feeling, and behaving, which are common to the members of the same organization. In a business, there is a system of values and rules that is shared by all its members, which include beliefs, assumptions, attitudes and common standards for those working in the same organization.

Corporate culture is a collective phenomenon that brings a group of individuals together around common values and shared norms, creating an environment where players can communicate and identify what unites them, and collect what distinguishes them from other groups and actors.

Corporate culture allows individuals within a group exchange beyond the formal rules by a pervasive symbolic activity. The set of symbolic representations in a company plays a vital role in influencing employees balance their social and emotional (social identification, stability, security), the production of such symbols may take the form of names, a logo, emblems, specific colors, and locations that suggest an association of ideas by their form or nature, with the spontaneous elements that characterize the business.

Similarly, corporate culture is associated with notions of learning and transmission, because it is through them that the continuity of the group will be organized. The culture becomes a part of the organization and is conveyed to the new members.

Tags: organization corporate culture social identification, stability, security symbolic representations, national and regional culture.

[...] Corporate culture contributes to the common vision of all the employees who make up this community. "(Source: http://blog.aufaitmaroc.com/?p=215) In the first part, we will study the concepts of corporate, national, and regional culture. In the second part, we will show how corporate culture is observed. Finally, in the last part, we will consider the applications and limits of corporate culture. The company IKEA will serve as an illustration of the practical concepts of this issue and the areas in which it is relevant. [...]


[...] Culture can be a great management tool for HR or for a manager, as it can be a handicap in some of the cases we will study The limits of corporate culture are too important One of the major defects that may lie with the corporate culture would be inconsistent with the market. This may be the market of goods and services but also the labor market, etc. This situation usually occurs when the market evolves and becomes different from what the company had experienced during formation, leading the company to limit its competitiveness so as not to conflict with its precepts, and often elsewhere, without having a real conscience. [...]


[...] This can be revealed after some discussion with the stakeholders' organization (the values and beliefs).The fundamentals that constitute the true heart of a corporate culture remain particularly difficult to explore (implicit assumptions). The rules and procedures concerning the visible aspect of corporate culture can be observed in the daily management of enterprises. This includes all the practices and rules around which the social relations in the company are organized, such as the language (language spoken, using the name or first name etc.), management practices and organization (structure, coordination mode, control system etc.), everyday behavior (habits, greetings , formalities of presentation, dress codes etc.), as well as all technical requirements of the business (organizational and administrative management system and internal regulation).These modes of action have mainly been aimed at solving the problems of daily management. [...]

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