Thesis (Ph.D.)--Australian National University, 2001.

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 88).

Thesis (M.P.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 205-212).

Thesis (M.P.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaves 205-212). Also available in print.

Thesis (M.Phil.) - University of St Andrews, October 2008.

This thesis deals with the analysis of corporate culture and incentive system at Unicorn Systems, a renowned European company providing comprehensive IT systems and solutions in information and communication technologies. The primary objective of this analysis is to determine the state of the corporate culture and to evaluate whether its condition is beneficial to determine the state of the corporate culture and to eveluate whether its condition is beneficial to the company. The key methodology used in the work are methods of 7S and OCAI (Organizational Culture Assessment Instrument). In order to achieve this objective, a survey was conducted to canvas the opinions of respondets (N = 25) from the company regarding their perceptions of the existing organisational culture, their preferences regarding the organisational culture within the company, and finally the organisational commitment. The conlusion revealed weaknesses in the corporate culture by synthesis using findings from the questionnaire survey, interviews, best practise in the field and also the theoretical background are drawn up recommendations for managerial practise.

The presented thesis addresses the topic of innovation corporate culture and instruments of measurement. The thesis is built systematically from the general to the specific. The first part deals with the general definition of culture and its characteristics, and further it is described the phenomenon of organizational culture with the elements, by which is determined. The last theoretical part is about the definition of a specific type of corporate culture, of which domain is to support long-term innovation capability. It is based on literature review on this topic. Then it is introduced several tools that try to measure innovation culture or similar concepts and these are commented in relation just to the definition of an innovation culture. The following part is research, which contains the results of the use of tools, which was developed by Rao and Weintraub (2013) and evaluation of this tool. This tool was applied to a company, by which business is consulting in the field of innovation and designing of new products and services. The research was conducted for the basic purpose of the tool - measuring the innovation corporate culture, but to evaluate the quality of the measurement instrument from the perspective of validity and from the methodology of the creation of the questionnaire, too. The...

Corporate culture is considered as an important idicator of firm's long-term performance. It represents a collection of values, norms and attitudes that are shared in people in organization and that control the way they interact with each other and with stakeholders. First part of the thesis describes corporate culture from theoretical point of view, concretely definition, characteristics and typology of corporate culture, its relation to company's control processes and its changes. Second part of the thesis concentrates on analysis of corporate culture of Vodafone Czech Republic a.s. I paid attention to linkage between corporate culture and company strategy, elements of corporate culture and to its manifestations in internal communication and employees questions. Corporate Social Responsibility issue as an inseparable part of company's culture is analyzed as well. Final part of the thesis belongs to a review of Vodafone's corporate culture with focus on its strength and pros and cons implied.

The topic of emotional intelligence and effective leadership has attracted considerable interest from researchers for many years. Most of the interest in the area is based on claims that emotional intelligence and organizational culture is linked to leadership effectiveness. Many studies have been conducted on the link between emotional intelligence and leadership effectiveness this studies examines the relationship between three concepts: emotional intelligence, leadership effectiveness and organizational culture. The study concludes with recommendations for further studies in this field.

The aim of this research is to explore the relationship between culture and climate as well as the significance of an organisation’s climate on cross-functional behaviour, activities and actions (who, what and when) which forms an integral part of strategy implementation and increasing performance. A key component of an organisational development is team work; which facilitates organisational learning, establish common goals and provide support to achieve these goals. Within the Organisation under investigation there has not been any research into the subject of the significance of the climate on cross-functional behaviour and activities, which is impacted by ‘coopetition’ - the simultaneous role of cooperation and competition within organisations. The research by means of qualitative research should provide some insight into the significance of and if climate impact cross-functional behaviour and activities in organisations. The research methodology included a customised survey which was developed to elicit answers to determine the climate and cross-functional behaviour and activities within the Organisation. Interviews were conducted with Operating Unit Executive Directors of the Organisation. The results indicate that the perceived current climate of the Organisation is not positive and that there is still silo-behaviour within the Organisation which is as a result of the culture of the Organisation, a culture which existed prior to Beyond 60 process. The research confirmed the overlapping relationship between culture and climate and that climate indeed impact cross-functional behaviour and activities at the Organisational and Operating Unit level. / Graduate School for Business Leadership / (M.B.A.)