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Corporate Culture In A New Era: Views From The C-suite

Harvard Corporate Governance

Corporate culture has been likened to an organization’s heartbeat–the less visible, somewhat intangible force that shapes its movements, health, and longevity. Just as humans need a strong heartbeat to live, culture is often the difference between business success and failure. Bebchuk, Alma Cohen, and Allen Ferrell.

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Dynamic CEO-Board Cultural Proximity

Harvard Corporate Governance

Both the academic and practitioner spheres have embraced culture as a critical factor in determining a wide range of organizational outcomes. Culture generally impacts how people communicate and interact with each other. Our definition of CEO-board cultural proximity builds off of the cultural dimensions constructed by Hofstede (2010).

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Corporate Culture Homogeneity and Top Executive Incentive Design: Evidence from CEO Compensation Contracts

Harvard Corporate Governance

Corporate culture homogeneity refers to the degree to which different individuals within a firm share the same beliefs, values, and preferences. The specific content of such strong corporate cultures can be highly idiosyncratic to different firms and difficult for outsiders to classify or replicate. more…)

Banking 205
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Gender Pay Gap Across Cultures

Harvard Corporate Governance

We contribute to this accumulated research by demonstrating that a society’s cultural norms can explain why women are paid less than men. Using a cross-country sample of corporate executives, we exploit differences in cultural beliefs and attitudes to examine their relations with gender wage differentials.

Finance 231
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Establishing Norms for Director Behavior to Enhance Board Culture and Effectiveness

Harvard Corporate Governance

Board culture—the shared values, beliefs, assumptions, and expectations that influence behavior in the boardroom—plays a considerable role in the board’s ability to govern in an effective and efficient manner. Attentiveness to issues of board culture in normal times helps boards withstand stress in times of volatility and crisis.

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The culture compass: Using early insights to guide integration planning

Mckinsey and Company

The huge impact of culture on M&A performance means that culture should be factored into integration planning from the start. We recommend focusing on five cultural attributes.

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Reimaging Law Firm Culture To Break The Cycle Of Burnout

Law 360 M&A

While attorney burnout remains a perennial issue in the legal profession, shifting post-pandemic expectations mean that law firms must adapt their office cultures to retain talent, say Kevin Henderson and Eric Pacifici at SMB Law Group.

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