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• 17 Organizational Culture Survey Questions...

17 Organizational Culture Survey Questions To Include

“Culture eats strategy for breakfast.” –   Peter Drucker.

Because your organization’s culture has such a profound impact on success, you must stay in touch with how employees perceive it.

The HR facts

• Employee engagement : 50-point increase over three years
• Net profit : 85% increase over five years
• Workforce growth : 25% increase over three years
• Patronage : 138% improvement over five years.

Why measure organizational culture?

• 3.7 times as likely to be engaged in their jobs
• 68% less likely to often feel burned out at work
• 55% less likely to be on the lookout for a new position
• 5.2 times as likely to strongly recommend their employer to others. 

The benefits of conducting an organizational culture survey

• Identifying the current culture and establishing benchmarks for future assessments
• Being aware of what employees appreciate about the culture
• Identifying issues and practices that undermine the culture
• Fostering transparency and communication with employees
• Demonstrating a commitment to valuing employee input
• Empowering changes that drive improvements.

17 organizational culture survey questions to ask

1. is the organization’s mission and vision clear to you , 2. do you see the impact of your duties on achieving organizational goals, 3. how effective is overall communication throughout the organization.

HR tip In-depth (20+ questions) company culture surveys should generally be conducted at least once a year. Shorter pulse surveys can be useful to send out a few times per year. These can help to understand the impact of significant organizational changes, measure cultural improvement initiatives, and help allocate resources.

4. Is there transparency in how high-level decisions are made?

5. are the organization’s ethics and compliance policies clearly defined and carried out , 6. does the organization provide a safe working environment for all employees.

HR tip Inform employees that their survey responses are confidential. You must guarantee anonymity for employees to feel safe sharing the kind of candid feedback you need from them.

7. Does the organization honor and promote Diversity, Equity, Inclusion and Belonging?

8. does the organization support employee wellbeing and work-life balance, 9. does your manager empower you to make decisions.

HR tip Ask executive leaders to participate in the survey as well. Consider isolating their results and comparing them to the overall results. This will reveal any disconnect between how leadership and the rest of the workforce interpret culture.

10. Do you feel free to voice your ideas and opinions on work matters?

11. can you voice concerns without fear of repercussion, 12. do you feel encouraged to originate and experiment with creative ideas .

HR tip Anticipate any obstacles employees might face in completing the survey. For example, will they have enough allotted time for it? Will the survey load and be easy to complete on their devices?

13. Is the onboarding process effective in helping new employees settle into the workplace?

14. are conflicts and interpersonal issues addressed and resolved effectively, 15. are enough opportunities provided for continuous learning and acquiring new skills.

HR tip No survey can cover everything, so allow employees the chance to offer more input. Include a section where employees can share additional comments or suggest other questions they’d like to see on the survey.

16. What do you like best about our company’s culture?

17. how could the organizational culture be improved, checklist: how to conduct an organizational culture survey.

• ✓ Identify the objectives: Determine the purpose of the survey. In other words, why do you want to gather this information from employees? Do you want to affirm the overall culture’s strengths and weaknesses? Are you trying to assess whether the culture is affecting employee engagement? Maybe you want to see how well the culture reflects the company’s core values. Once you decide on the end goal, you’ll be able to design the survey specifically with this in mind.
• ✓ Collaborate with stakeholders: Getting stakeholder input on the survey structure and topics will generate diverse perspectives to ensure the survey is comprehensive and relevant to the entire organization. Key stakeholders to engage with may include executives, team leaders, other HR team members, and employee representatives.
• ✓ Choose the survey delivery method: The right survey delivery method is crucial to getting maximum participation and optimal results. A user-friendly online platform streamlines the process by providing easy access and simplifying data collection and analysis. If you have deskless employees with varying degrees of access to digital tools, be sure to incorporate alternative formats. Make the survey as concise as possible. Reveal the number of questions upfront so employees know what to expect. A progress bar displayed throughout the survey may keep respondents on task.
• ✓ Choose question types and craft the wording: Several question formats are commonly used in culture surveys. For example, multiple-choice, yes/no rank order, opinion scale, Likert scale, and open-ended short answer. Using a combination of types will gather different types of data, break up the monotony of the survey, and give respondents more options for expressing their opinions. Ensure that each question is worded to be clear, concise, and focused on relevant feedback. Avoid biased wording that prompts the desired response. (i.e., “How amazing is our relaxed work environment?”) Use straightforward language and avoid HR or other kinds of jargon that some employees won’t be familiar with.
• ✓ Conduct a pilot survey: Before officially launching the survey, do a trial run with a small number of employees from various departments. They can describe what it was like to take it and reveal any problems with the survey format, question comprehension, or response options.
• Promote the survey within all applicable communication channels
• Provide the link to the survey and share how long it will take them to complete
• Communicate the purpose of posing employee questions about culture
• Explain why employee input is so valuable and how it will be used
• Describe what types of actions or initiatives may come about from the survey results and how this will affect employees.

Organizational culture survey: Top tips for analyzing the results

How to make the most of your survey results.

• Analyze survey responses : Use a spreadsheet or the survey platform to organize and sort through the data. The quantitative data from numerical or scaled responses makes it quick to deduce the lowest and highest scoring areas.
• Integrate open-ended response information : This unstructured quantitative data is time-consuming to analyze but can hold beneficial insights. Sorting it into categories such as positive, negative, and neutral sentiment makes it more manageable. AI tools and software solutions are also available to simplify this task.
• Identify patterns and trends : Look for common themes in the data. Identify which areas stand out as strong or weak. Notice whether patterns are visible across different teams and if some have a more unified impression of the organizational culture than others.  
• Develop an action plan : Once you have a grasp on the current state of your organizational culture and which factors stand out as problematic, determine the highest priority issue(s) to address. Create an action plan for targeted initiatives. Set specific goals, establish timelines, identify key stakeholders, and assign ownership.
• Communicate results and plans to employees : Share the survey findings with the entire staff. Use visual elements such as charts and graphics to show and explain the data in a more relatable way. Describe what is being planned to enhance the workplace culture. Let employees know their feedback is valued and directly impacts upcoming improvements and initiatives.

Key takeaway

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Strategic litigation Social justice Human rights

Building Systemic Justice reflects on what it takes to build a different kind of organisation: one that lives its values of anti-oppression, justice, and intersectionality. Read more about Systemic Justice here .

Case study: building our organisational culture 

• June 17, 2024

“To do things differently, we also have to be a different kind of organisation. How can we build an organisation that lives its values of anti-oppression, justice, and intersectionality not only in how it approaches working with the communities it seeks to serve, but also in the way it works internally, in its systems, processes, and internal power-sharing? How do we care properly for our team and our partners in doing long-term, challenging, and often personal work? What should accountability look like? How can and should we fund this work? And what implications do these choices have for navigating both the expectations and requirements of external stakeholders?” 

I wrote these words in early 2022, a few months after I started working full time on building Systemic Justice. The questions I shared then were a central part of our work from the very beginning – and they remain so to this day. Just like our mission was clear from the outset (to radically transform how the law works for communities that are fighting for racial, social, and economic justice), we understood that you cannot make change out in the world if you do not start from within your own organisation.   

We have been sharing about our journey to build a different kind of organisation from the beginning. As I wrote in 2022: “Not because we’ll have ready-made answers to all these questions, or to reinvent the wheel, but rather to be open about our journey as it may be useful to others engaged in similar processes.” Over the past years, we have written about our organisational culture work and creating a guardianship framework for the organisation, our exploration of different organisational structures, how we are working to do recruitment differently , and how we are trying to navigate the challenges of resourcing anti-oppressive work in a landscape that is unsupportive of radical change . Today, we are sharing our first case study, documenting our organisational culture work so far. 

Read the full case study here (PDF)

In the case study, which you can find in full here , you will be able to read about our journey from the beginning: how we worked to operationalise our organisational values, the organisational culture work we undertook, and the – sometimes hard – lessons we learned in the process. Some of these lessons include: 

• Organisational culture isn’t just a side project or something to opt out of. We have learned that we need to keep being even more explicit about the fundamental role our culture plays and sharing what that means for people who are interested in working with us to achieve our mission.  
• Explicit expectations do not limit freedom and choice ; they do remove confusion and ambiguity. Making the basics explicit is key for a growing, international team so that expectations are clear, and people can operate effectively within them. 
• Taking radical personal responsibility to individually and collectively work on ‘living the organisation’s values’ requires a lot of exploration, unlearning, and relearning of cultural, societal, and systemic patterns. This can be an uncomfortable experience before it is enriching and liberating, and it is not for everyone. 
• Our leadership must model what we want to see in the organisation. This means we have to remain fully committed, as leaders, to do this work and show up for it, especially when it’s hard. 

An overarching key learning has been that, no matter how vocal people are about their passion for doing things differently, and no matter how mainstream anti-oppression language is becoming, doing the actual work is much more challenging than most of us expect it to be. The power structures in which we operate are strong and pervasive: many of us have internalised them more deeply than we are aware. It requires hard work, intentionality, perseverance and deep, unwavering commitment to consistently push back against them.  

We are aware that our case study is unusually honest and unlike what organisations will usually allow the outside world to see of their internal learning journeys. For us, this “radical transparency” is part of how we practise our belief that the way we show up in the world has to be matched by what we practice internally. Our organisation does not exist in isolation: we sit at the intersection of many ecosystems, which each consist of organisations that are exploring similar questions as we are. We hope that sharing our learnings will help support some of those explorations. As I wrote late last year , there is power in numbers, and the more of us who are challenging the current NGO mould, the more chance we have of reshaping it. 

While the journey has been challenging and at times harmful to me personally as a Black woman leader, we remain as committed as ever to building our organisation differently. During our team retreat at the beginning of this month, we reaffirmed our commitment to working individually and collectively to co-create a culture that allows us to do the work we’re here to do: in service of the transformative work of our community partners by putting the power of litigation into their hands. 

Imagining change for the world and ourselves

Creating a guardianship framework for our organisation, centring people, joy, and growth in how we work, building better recruitment, dispatch from the danish countryside: a shared commitment to building something new, fundraising in a world where there is no such thing as clean money .

Assessing organizational culture: What to ask plus best practices

Imagine a workplace where employees feel appreciated and inspired. A place where collaboration is second nature, giving and receiving feedback between co workers is an everyday scenario, and every individual's unique talents are celebrated.

This is what a thriving organizational culture is about.

Keep reading as we explore the ins and outs of organizational culture and why nurturing culture in your company is important. If you're part of a human resources team, you'll also learn sample questions to help you evaluate and assess organizational culture.

Let's get into it.

Table of contents

What exactly is organizational culture, examples of organizational culture, why is organizational culture important , 8 questions to help you assess organizational culture, the organizational culture assessment instrument (ocai): what is it, develop a robust and thriving company culture by assessing it regularly.

Organizational culture, also called company culture, is the set of values, behaviors, practices, and attitudes that the company's employees share.

It represents the shared mindset, attitudes, and assumptions of employees, management, and stakeholders, influencing how they interact, make decisions, and approach their work.

Organizational cultures can make or break even the strongest business models. An organization's current culture plays a vital role in shaping its overall performance, employee satisfaction, and how it is perceived internally and externally. It can be consciously cultivated by leadership or emerge organically over time based on the organization's history, employee behavior, and the personalities of its members.

Here are some examples of organizational culture:

Google : Google is renowned for its innovative and open culture . Employees are encouraged to think creatively and explore new ideas, even if they fail. The company's emphasis on a relaxed and fun work environment, with perks such as free meals and game rooms, fosters a sense of creativity and camaraderie among its workforce.

Zappos : Zappos is known for its customer-centric culture . The company strongly emphasizes delivering exceptional customer service and encourages employees to go above and beyond to exceed customer expectations. This customer-focused culture has been key to Zappos' success as an online retailer.

NASA : NASA's organizational culture is built around integrity, teamwork, safety, and excellence. The agency's focus on pushing the boundaries of human knowledge and exploration has been instrumental in achieving groundbreaking advancements in space science and technology.

These examples demonstrate how a healthy culture can profoundly influence a company's success. Each company's culture shapes its identity and has a significant impact on its ability to thrive and innovate in its respective industry.

While organizational culture is a broad and elusive concept, its impact is actually quantifiable. A 2019 report by SHRM revealed that the cost of turnover because of a toxic workplace culture exceeded $223 billion for the past 5 years in the US alone. These are the direct losses that employers needed to bear because of failing to create a workplace environment where employees could feel heard and respected, and that was motivating for them.

Job satisfaction is tightly related to both what your company culture is and how you’re communicating it to your employees. Conflicting messages will erode your employees’ trust while acting with integrity will foster loyalty and openness. 

Creating and nurturing a strong organizational culture will help your team in several ways. It'll help:

Improve performance and productivity

A positive culture that values collaboration and empowers employees can improve performance and increase productivity. Employees who feel motivated and appreciated are likelier to invest their best efforts in achieving the organization's long term goals.

Boost employee engagement

A thriving culture fosters a sense of belonging and purpose among employees, leading to higher levels of engagement. Engaged employees are more committed to their work, demonstrate increased productivity, and are less likely to seek employment elsewhere.

Attract talent, reduce turnover rates, and retain employees

A solid organizational culture is a magnet for top talent. It helps attract skilled individuals who align with the company values and mission. Furthermore, employees who find themselves in a culture that resonates with their values are more likely to stay with the organization long-term .

Foster innovation and creativity

A culture that encourages experimentation and risk-taking fosters innovation and creativity. Employees feel more comfortable sharing new ideas and approaches, leading to the development of groundbreaking solutions and products.

Promotes adaptability and resilience

A positive culture enables organizations to adapt quickly to changing circumstances and challenges. When employees feel supported and valued, they are more willing to embrace change and navigate uncertainties with resilience.

Better customer experiences

A culture that prioritizes customer satisfaction and service excellence results in better customer experiences. Employees who feel empowered to do their jobs and passionate about their work are likelier to go the extra mile to meet customer needs.

Enhances brand reputation

Organizational culture significantly impacts a company's brand reputation. A positive culture can create a strong and favorable impression on customers, partners, and the public, enhancing the organization's overall image.

Supports leadership development

A nurturing culture provides an environment that supports leadership development. It empowers employees to take on leadership roles, fostering a pipeline of skilled and capable leaders within the organization.

Learn more: How to hire great leaders

Employee well-being

A positive workplace culture prioritizes employee well-being and work-life balance . It recognizes the importance of supporting employees' physical and emotional health, leading to a healthier and more motivated workforce.

Learn more: How to improve employee wellbeing: 9 strategies for employers

Contributes to organizational longevity

Cultivating a positive culture contributes to organizational stability and longevity. A stable environment create a cohesive, resilient workforce that can weather challenges and sustain long-term success.

For these reasons, it makes sense to assess company culture regularly (for example every year), in order to be able to bridge the gap between your real and desired culture.

Assessing culture is the first step to figuring out if your real organizational culture is in line with your stated values. This will allow you to map out different ways to improve it. 

Let’s now look at the sample questions for a cultural assessment and the rationale behind each one. 

1. How is your organization structured?

The first question to ask would be about your organizational structure. In it, you can include the following subtopics and clarifying questions:

How many levels of leadership are there? 

Do you have a big (and diverse) leadership team, or are just a few people responsible for the key decisions at your organization?

Is the structure of your organization formal or informal? 

Do you need to go through official channels, or is it ok for people to bypass authority sometimes?

Based on the answers to these questions, you’d be able to assess the hierarchical structure of your organization:

Highly hierarchical structure: If your company is highly hierarchical, you probably have a well-defined formal structure with a few different levels of leadership. 

Moderately hierarchical structure: A moderate level of hierarchy means that people have well-defined roles with specific degrees of authority assigned to each role, but that it’s ok to question authority and work outside of the hierarchical framework sometimes.

Flat hierarchical structure: For companies with a low degree of hierarchy (also known as flat hierarchy), this means that employees can bypass and challenge authority, and that roles aren’t strictly defined. 

2. Does your organization embody its mission? 

If you asked 10 employees what the mission of your organization is, would you get 10 similar responses or 10 different ones? 

The culture of an organization should align with its mission, which, in turn, should be clearly communicated to both your employees and clients. If your employees struggle to define your mission, or if you’re getting answers that vary a lot, it’s a good idea to look into the reasons for this. 

You cannot artificially create a specific company culture you’d like to have: your culture is what you do, not what you say.

Maybe you have never explicitly defined the principles that inform your actions, but these principles still exist and are real. Your mission should be one of the cornerstones defining your organizational culture.

3. Is your organization people-oriented or task-oriented? 

A people-oriented organization focuses on the motivation of its employees in order to maintain productivity and perform well. Meanwhile, a task-oriented organization focuses more on efficiency and puts tasks, processes and workflows first. 

Task-oriented companies are often more formal and hierarchical in structure, while in people-oriented organizations, employees have a higher degree of independence and autonomy. 

To further assess this, consider the following question: does your organization’s orientation make sense, considering your industry and mission? 

A large multinational bank will probably operate differently than a small advertising agency, and that’s normal.

There isn’t a right or a wrong answer, but whatever the answer is, it needs to be in line with what you’re communicating, both externally and internally.

“ People first ” is one value many companies communicate to the outside world, but not all of them actually live by it, and a misalignment between the desired and the real organizational culture will create bitterness and distrust. 

4. What motivates employees? 

Motivation is highly personal and will inevitably vary from person to person, but if you’re able to pinpoint what motivates your employees, you’ll probably notice a pattern. So, what motivates your employees most? It could be a number of things, such as: 

A sense of mission

Opportunities for growth and development

Challenges and goals

Recognition (external or internal)

Benefits and compensation

Alternatively, it might also be a fear of underperforming (and its consequences), in which case you probably need to inspect its sources and address them.       

Motivation can be considered from another point of view as well: we could differentiate between intrinsic versus extrinsic motivation . Let’s look into that further: 

If your employees are motivated intrinsically, this means they are working because they find satisfaction and fulfillment from within. 

If they are motivated extrinsically, they are working for external rewards (recognition, benefits, etc.).

Intrinsic motivation is key to long-term employee satisfaction and productivity, and employees whose values align with those of their company are more likely to be intrinsically motivated to do the best work they can.

You can assess potential employees for culture compatibility with our culture add test , or also with a personality test .  

5. How is failure addressed? 

Every company and every employee will inevitably fail at some point. Of course, major failure is never ideal, and most organizations will strive to prevent it, as it can cost them clients, money, and even their reputation. 

However, the way you address team failures is crucial to your culture: 

Is failure viewed as an opportunity to strengthen bonds within the organization and as a lesson to learn from and grow? 

Or do moments of failure divide the organization and lower morale? 

When an organizational culture is one where employees fear failure, this leaves less room for innovation and experimentation. In this case, tried-and-true methods prevail, and there’s a high degree of predictability of the outcomes.

Some organizations, such as Netflix, Amazon, and Coca-Cola , actively seek to learn from failure: if you want to experiment and innovate, this implies that you’re taking risks, in which case the occasional failure is inevitable. However, the way you handle failure might sometimes heavily depend on your sector or industry as well.

6. Is your company collaborative or competitive?

Would your organization benefit more from collaboration between team members or competition between team members?

When assessing whether your company is competitive or collaborative, you need to keep in mind that neither is right nor wrong, but that one of them is simply a better fit for your organization. 

Organizations with a strong competitive culture are often fast-paced and they benefit from employees who put in extra effort and achieve specific results, which are often closely tied to profits, market share, volume of sales, response times, etc. When a competitive culture goes wrong though, it can lead to ethical compromises like with Wells Fargo, which has paid a $3 billion settlement for using fraudulent sales practices (which resulted from, among other factors, their high-pressure work environment).

According to Harvard Business Review , one way to check if a competitive work environment is leading to a positive or toxic culture is to identify whether employees feel anxious or excited in their work environment, especially when you’re announcing the next goals and performance targets. You could use anonymized surveys to check that. 

Meanwhile, collaborative organizational culture is essential for organizations where coordinated group effort and greater consensus are necessary to get the best results. One of its biggest pluses is the high rate of employee satisfaction and retention. A dysfunctional collaborative culture can lead to high performers feeling weighed down by a disorganized team, however.

7. What does leadership look like in your company? 

Leadership represents your company culture more than almost anything else. Wise leaders understand that their leadership has a direct impact on how employees feel and perform, and whether they’re likely to stay.

In fact, according to SHRM’s 2019 report , 6 out of 10 people who have left a job, have taken this decision because of their managers and the toxic workplace environment they create.

For this part of your organizational culture assessment, you could ask the following questions:

Do managers lead by example?

Do they delegate tasks efficiently?

Are there any power struggles within the leadership team? 

Is there a positive dynamic between leaders and their teams? 

Besides this, you could assess the diversity of your leadership, and how it’s affecting both your performance and your company culture. According to a 2020 report by McKinsey, companies that have more diverse leadership are more successful and have a better chance of outperforming their competitors.  

8. Are there any organizational subcultures?

If your organization has specialized teams and/or multiple locations, it’s likely that subcultures will develop within it. A subculture in this context refers to the fact that each team or location has a slightly different way of doing things. 

It’s important to analyze whether the subcultures within your organization are compatible and consistent with your overall organizational culture: 

A compatible subculture is beneficial to your organization and means that different teams and levels can communicate easily and work together smoothly. 

If a subculture is incompatible with your organizational culture, this might create conflict between teams, or be detrimental to morale. If there are parts of an organization that don’t work together well, this may be a culture clash issue.

Of course, different locations or teams might function differently simply because of the nature of their work or because of cultural specifics. You need to address this proactively and define how you’d like to handle this. 

The Organizational Culture Assessment Instrument ( OCAI ) is a tool that helps determine and evaluate an organization's culture based on the Competing Values Framework. It is widely used by researchers, consultants, and leaders to understand an organization's current culture and its desired future culture.

The OCAI is based on the Competing Values Framework (CVF), which identifies four main types of organizational cultures:

Clan culture : Characterized by a friendly and collaborative environment, this culture emphasizes teamwork, employee development, and a family-like atmosphere. The focus is on mentorship and nurturing relationships.

Adhocracy culture : A dynamic, innovative culture that encourages risk-taking, creativity, and entrepreneurship. Organizations with this culture value experimentation and are quick to adapt to change.

Market culture : This culture is results-oriented and highly competitive. Organizations with a market culture prioritize achieving goals, meeting targets, and maintaining a competitive advantage.

Hierarchy culture : A culture that values stability, structure, and control. Organizations with a hierarchy culture have well-defined roles, clear procedures, and a focus on efficiency and stability.

The OCAI typically involves surveys or questionnaires administered to employees or key organizational stakeholders. Participants are asked to rank a series of statements representing the four culture types based on their perception of the organization's current culture and the culture they believe would be most beneficial for the organization's future. The process may also involve workshops and focus groups within the organization. 

Change begins with assessing where you stand. Assessing your company's organizational culture is the first step to creating a stimulating work environment where employees feel heard, appreciated, respected, and safe . You also want them in a physical environment where they're productive and efficient. 

Company culture directly impacts how well your company will perform in the future. It also needs to evolve constantly to support your objectives, which is now more urgent than ever. In their 2018 Global Culture Survey , Katzenbach Center and PWC found out that 80% of respondents said their organization's culture must change in the next five years for their organization to be successful and grow. 

Try TestGorilla for free so you can start assessing your organizational culture.

Recommended reading : 

3 inspiring workplace culture change examples

7 steps to a thriving workplace: A guide to cultural transformation

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Home » Management Case Studies » Case Study: Analysis of Organizational Culture at Google

Case Study: Analysis of Organizational Culture at Google

Google Inc came to life with the two brilliant people as the founder of the company. Those two were Larry Page and Sergey Brin . Both of them are a PhDs holder in computer science in Stanford University California. In their research project, they came out with a plan to make a search engine that ranked websites according to the number of other websites that linked to that site. Before Google was established, search engines had ranked site simply by the number of times the search term searched for appeared on the webpage. By the brilliant mind of Larry and Sergey, they develop the technology called PageRank algorithm . PageRank is a link analysis algorithm that assigns a numerical weighting to each element of a hyperlinked set of document, such as the World Wide Web, with the purpose of measuring its relative importance within the set. All this in-depth research leads to a glorious day which is on September 15, 1997 where Google.com domain was registered. Soon after that, on September 4, 1998, they formally incorporated their company, Google Inc, at a friend’s garage in Menlo Park California. The name Google originates from “Googol” which refers to the mathematical equivalent of the number one followed by a hundred zeros. In March 1999, the company moved into offices at 165 University Avenue in Palo Alto. After that, the company leased a complex of buildings in Mountain View. Ever since then, the location of the headquarter remain unchanged.

Google’s core business is to provide a search engine for the cyber user who would like to go to their desire site. The Google search engine attracted a number of internet users by its sleek and simple design but result in amazing search result. After the initial stage of Google establishing itself in the world, it began selling advertisements associated with the search keywords. The advertisements were text-based in order to maximize the page loading speed. Most of the Google Inc revenue relies on the advertisement and they had been successfully with the help of AdWords and AdSense in their system. After having some experience in the industry, Google itself launched its own free web-based email service, known as Gmail in 2004. This service is established to meet the need of the cyber user in order to store and send their document through online. In the same year, one of the most captivating technologies that Google had launched is the Google Earth. Google Earth is an amazing creation that is a map of the earth based on the satellite image. It requires you to type the desire location that you want to view and it will process the image for you. Furthermore, Google Inc made a new partnership with NASA with even enhances the Google technologies. Google also had its own Google Video which allows user to search the internet for videos. One of the most important things in the Google Inc is that they have a strong organizational culture which brings them closer and stronger compare with other firms. The values that they emphasis on are creativity, simplicity and innovation in order to gain competitive advantage against their competitor.

The Google Culture

In Google, the daily organizational life is distinctive and is one that thrives on informal culture. The rituals that portray the organization’s culture as unique and possesses a small-company feel are portrayed daily at lunchtime, where almost all employees eat together at the many various office cafes while at the same time having an open, relaxed conversations with fellow Googlers that come from different teams. Also, because one of the Google culture’s main pillars are the pillar of innovation, every Googler are very comfortable at sharing ideas, thoughts, and opinions with one another in a very informal working environment. Every employee is a hands-on contributor and everyone wears several hats. Sergey and Brin also plays a big part of laying the foundation on what the Google culture is and the founders have continued to maintain the Google Way by organizing a weekly all-hands “TGIF” meetings for employees to pose questions directly at them.

In Google, the motivated employees who ‘live’ the Google brand and are aligned to the company call themselves ‘Googlers’. Even former employees of Google have a name which they refer to themselves as ‘Xooglers’. This shows that in Google, their employees are so involved in the organization that they have their own symbolic name that mirrors the organization’s name and image, which is a sure sign of existing strong cultural values that are present within the company.

After tremendous growth in Google, the organization moved from a humble office building in Palo Alto, California back in its early days to its current office complex bought over from Silicon Graphics. The complex is popularly known as the Googleplex, which is a blend of the word ‘Google’ and ‘complex’. Googleplex is the result of a careful selection that serves to establish Google’s unique and individualistic culture in the eyes of the employees and the public. The corporate campus is built to provide a very fun, relaxed and colorful environment both inside and outside. Innovative design decisions provides Google employees 2000 car lots underground so that open spaces above and surrounding the building are filled with unique and interesting architectures that includes an on-site organic garden that supplies produces for Google’s various cafes, a bronze casting of a dinosaur fossil, a sand volleyball court, heated “endless pools” and also electric scooters along with hundreds of bikes scattered throughout the complex for Googlers to get to meetings across campuses. Googleplex is a significant departure from typical corporate campuses, challenging conventional thinking about private and public space. This also points out the alignment of values that are present in Google’s culture such as innovation, fun, laid-back, creativity and uniqueness that clearly shows that their organizational culture is truly unique and different from that of their competitors and other organizations.

Google engages their employees by applying adaptive culture in the organization. From their core competency in search engine technology, Google has responded to customers change in needs by expanding onto the mobile market. The employees analyze, anticipate and seek out the opportunities to improve the organization’s performance by being proactive and quick in coming out with new technologies and solutions for mobile services. It aims to help people all over the world to do more tasks on their phone, not to mention the several different ways to access their Google search engine on a mobile phone. In addition, Google recently entered the smartphone market by launching the Google Nexus One smartphone in response to customer’s increasing need for smartphones, which is gaining ground on popularity because everyone is going mobile in the Information Age. This is the result of Google employees’ common mental model that the organization’s success depends on continuous change to support the stakeholders and also that they are solely responsible for the organization’s performance. The employees also believe that by entering into other markets beyond their core competency, the change is necessary and inevitable to keep pace with an ever changing and volatile technological market.

Google’s organizational culture places a huge importance of trust and transparency by having an informal corporate motto namely “Don’t be evil”. This slogan has become a central pillar to their identity and a part of their self-proclaimed core principles. It also forms the ethical codes of the organization where Google establishes a foundation for honest decision-making that disassociates Google from any and all cheating. Its ethical principles means that Google sets guiding principles for their advertising programs and practices, which is where most of their revenues come from. Google doesn’t breach the trust of its users so it doesn’t accept pop-up advertising, which is a disruptive form of advertisement that hinders with the user’s ability to see the content that they searched. And because they don’t manipulate rankings to put any of their partners higher in their search results or allow anyone to buy their way up the PageRank, the integrity of their search results are not compromised. This way, users trust Google’s objectivity and their ethical principles is one of the reasons why Google’s ad business had become so successful. The founders of Google believe strongly that ‘in the long term we will be better served, as shareholders and in all other ways, by a company that does good things for the world even if we forgo some short term gains.’

Analysis of Google Culture

On the other hand, Google hires employees that have good academic results but without practical experience and this will be a threat to Google in terms of their organization’s operation. Google is a results-driven organization and if employees with only creative ideas but lacking of skills to realize the ideas they have initially planned, this will absolutely reduce the productivity of the organizations. Google had been public listed on year 2004 and therefore Google had to take the shareholders’ views into consideration before making any decision. The shareholders had been strongly emphasizing on reducing the employee benefits due to the high cost invested on it. This leads to the organizational culture would be degraded and the employees would feel less satisfied and affect their produced results. Employees are very important asset the Google while the shareholders also the contributor of funds for Google. The management team has to weight the importance of both of the stakeholders for the Google as this will create a different organizational culture .

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• Case Study of Johnson & Johnson: Creating the Right Fit between Corporate Communication and Organizational Culture
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Organizational Culture: Definition, Examples, & Best Practices

By: Grace He | Updated: December 10, 2023

You found our article on organizational culture: definition, examples, & best practices .

Organizational culture is the rules, values, beliefs, and philosophy that dictate team members’ behavior in a company. The culture consists of an established framework that guides workplace behavior. Examples include integrity, teamwork, transparency, and accountability. The purpose of organizational value is to differentiate your organization from others and act as a model for decision-making processes.

The ideas in this article are similar to improving company culture , employee engagement activities , having fun with employees , and creating a positive work environment .

This article includes:

• definition of organizational culture
• types of organizational culture
• organizational culture examples
• organizational culture best practices
• importance of organizational culture
• workplace culture examples

Let’s get started.

Definition of organizational culture

Organizational culture refers to the shared values, beliefs, norms, behaviors, and practices that characterize a particular workplace or company. This culture is the collective personality of an organization that shapes the way employees interact, make decisions, and approach their work. Essentially, corporate culture serves as a blueprint for how business is done within the organization and influences the overall work environment and employee experiences.

At its core, company culture reflects the company’s history, leadership style, and values. These cultural elements create a sense of identity and belonging among employees, as they collectively align their actions with the established norms and expectations. Office culture can be explicit, with clearly defined and communicated values. Alternatively, this culture can be implicit, existing in the unspoken behaviors and attitudes of employees. Either way, this system greatly influences employee perceptions of roles, camaraderie, collaboration, problem-solving approaches, and the organization’s external reputation.

Understanding and managing this culture is crucial because it directly affects employee engagement, performance, and overall organizational success. A positive and healthy culture can foster employee satisfaction, motivation, and loyalty, increasing productivity and innovation. On the other hand, a toxic or misaligned culture can result in high turnover, internal conflicts, and hindered performance. Organizations that actively shape their culture tend to have a more engaged and cohesive workforce. In turn, this system helps firms navigate challenges and adapt to changes more effectively.

Several factors can determine your company’s culture, including the following.

1. Leadership Principles

Leadership principles are like the guiding rules that leaders follow to shape an organization’s culture. Good leaders are honest, open, and accountable. These supervisors encourage open communication and value different ideas. Additionally, good leaders believe in the strength of a diverse team. Strong leaders inspire and empower their teams, setting an example of continuous learning and adaptability, which promotes a culture of growth and resilience. In essence, leadership principles are the foundation of an organization’s culture.

2. Type of Business

The type of business greatly influences its organizational culture. For example, a tech startup often fosters an innovative and agile culture that encourages experimentation and risk-taking. In contrast, a more traditional, established company may prioritize stability and hierarchy. Similarly, service-oriented businesses often focus on customer-centric cultures, while creative industries emphasize individuality and creative expression. Regardless of the business type, the firm’s values and practices shape the culture, influencing how employees interact, collaborate, and innovate within the organization.

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3. Clients and Staff

Clients and staff significantly impact work values. Clients influence culture by shaping products, services, and communication based on their preferences. Positive client experiences foster excellence and innovation, while challenges can prompt cultural shifts. Staff contribute to culture through values, behaviors, and collaboration. Engaged employees create a culture of teamwork and dedication, with leadership playing a key role. Prioritizing employee well-being cultivates a culture of empowerment and growth.

Types of organizational culture

According to professors Robert Quinn and Kim Cameron at the University of Michigan, there are four main workplace culture types. These types are the Adhocracy Culture, Clan Culture, Hierarchy Culture, and Market Culture.

1. Adhocracy Culture

This culture type is characterized by innovation, risk-taking, and adaptability. Organizations with an adhocracy culture value creativity, experimentation, and a dynamic approach to problem-solving. These firms thrive in fast-changing environments and encourage employees to explore new ideas and initiatives. Flexibility and a willingness to take calculated risks are key features of this culture.

For instance, Google is known for its adhocracy culture. The company encourages employees to pursue innovative ideas and projects, even allowing them to dedicate some of their work time to personal initiatives. This culture of experimentation and risk-taking has led to the development of products and services beyond its core search engine, such as Google Maps and Google Glass.

2. Clan Culture

Clan culture centers around collaboration, teamwork, and a sense of community. Organizations with a clan culture prioritize employee engagement, open communication, and mutual support. There is a familiar atmosphere where employees often refer to each other as a “family.” This culture values employee well-being, personal growth, and long-term relationships.

Zappos, an online shoe and clothing retailer, is often cited as an example of clan culture. The company places a strong emphasis on employee happiness and engagement. The firm’s core values include “Deliver WOW Through Service” and “Build a Positive Team and Family Spirit.” Zappos’ commitment to creating a positive and collaborative work environment is a hallmark of clan culture.

3. Hierarchy Culture

Hierarchy culture is characterized by structure, stability, and a strong focus on processes. Organizations with this culture type have clear lines of authority, well-defined roles, and standardized procedures. These firms often value efficiency, predictability, and maintaining stability through established protocols.

IBM is an example of a company with a hierarchy culture. With a history of engineering and technology, IBM emphasizes structured processes and a clear chain of command. The company’s approach to innovation is often more planned and methodical, focusing on research and development driven by a defined hierarchy of expertise.

4. Market Culture

The market culture emphasizes competition, results, and achievement. Organizations with a market culture prioritize goals, performance metrics, and the bottom line. These firms encourage individual initiative, assertiveness, and a strong focus on delivering customer value. This culture type is often associated with a results-driven and competitive environment.

Amazon is a prime example of a market culture. The company is highly results-oriented and customer-focused, prioritizing efficiency, productivity, and competitive success. Amazon’s leadership principles, such as “Customer Obsession” and “Bias for Action,” underscore its market-driven approach to decision-making and achieving results.

Organizational culture examples

Adopting a positive team spirit affects a company’s success. It is little wonder why several companies develop cultures that align with their goals. Here are five examples of companies with great work cultures.

Netflix has an admirable work culture. The entertainment company is popular for its culture that emphasizes people over process. At Netflix, all employees can participate actively in important decision-making processes. There are no inhibiting rules, and staff members can communicate freely and directly. Netflix chooses employees based on integrity, teamwork, passion, humility, innovation, and selflessness.

2. Microsoft

Microsoft has a commendable work culture mainly focused on a growth mindset. The company is popular for employees dedicating their skills, time, and money to help make a difference in the world. This difference contributes to employee diversity and inclusion, considering Microsoft has employees from all backgrounds and walks of life working to ensure customer satisfaction.

3. Patagonia

Patagonia, an outdoor apparel and gear company, is renowned for its commitment to environmental sustainability and social responsibility. The company’s work culture deeply aligns with its core values, which include advocating for environmental causes and encouraging employees to live purposeful lives. A sense of purpose and a mission-driven approach to business categorize Patagonia’s culture. The firm encourages employees to participate in environmental activism, and the company supports their involvement through initiatives such as paid environmental internships.

4. Salesforce

Salesforce, a leading customer relationship management software company, is known for its Ohana culture. This system emphasizes inclusivity, philanthropy, and community engagement. The company’s strong commitment to social impact is reflected in its 1-1-1 model, where it donates 1% of its equity, time, and products to charitable causes. Salesforce fosters a culture of innovation and creativity by encouraging employees to think outside the box and take risks. The company’s work culture promotes continuous learning through its Trailhead platform, which offers various courses and resources for skill development.

Adobe is a multinational software company and has cultivated a culture of creativity, innovation, and employee development. The company’s culture encourages employees to explore their passions and experiment with new ideas. Adobe’s “Kickbox” initiative provides employees with resources to pursue innovative projects, fostering a culture of experimentation and risk-taking. The company promotes diversity and inclusion and provides platforms for employees to share their unique perspectives. Adobe also values work-life balance, offering various programs to support employees’ well-being. This culture of creativity and employee support has contributed to Adobe’s reputation as a leader in creative software and a desirable workplace for creative professionals.

6. Nordstrom

Nordstrom, a high-end fashion retailer, has a strong customer service culture and commitment to employee empowerment. The company values a customer-centric approach and empowers employees to make decisions that prioritize customer satisfaction. Nordstrom’s culture is built on trust and autonomy, allowing employees to take ownership of their roles and contribute to the company’s success. The company also focuses on employee development, offering opportunities for advancement and growth within the organization.

7. Wegmans Food Markets

Wegmans is a regional supermarket chain known for its culture of employee development, community engagement, and work-life balance. The company places a strong emphasis on treating employees like family and providing growth opportunities. Wegmans offers extensive training programs, mentorship opportunities, and pathways for advancement within the organization. The company’s culture features a supportive and collaborative environment. Leaders encourage employees to excel and contribute to the community. Wegmans also prioritizes employee well-being through initiatives such as flexible work schedules and wellness programs.

Organizational culture best practices

Many companies seek best practices to help adopt a healthy culture. However, this process involves more than printing your new values on the office handbook, distributing it to employees, and expecting an instant change. Adopting a thriving work culture does not work like magic. Rather, culture building requires consistency and a roadmap that helps build these best practices. Here are useful organizational cultural best practices to help you rebrand your company culture.

1. Communicate with your Employees

Communicating with your employees is the first step in adopting a healthy work culture. You should discover what employees like or dislike about the work process, leadership, and environment. You should also find out what motivates team members and redesign the existing work culture that is not serving these needs. Similarly, it would help if you encouraged employees to engage more in decision-making. If you can get employees to feel great working with you, then there is a high chance you will notice an increase in productivity.

2. Encourage Creativity and Innovation

A company that encourages employees to be risk-takers, creative, or innovative will likely experience more growth. A single idea may be all you need to launch your company to the next level, and it could be sitting in an employee’s head. You can make a difference in your corporate culture by encouraging employees to undertake personal tasks that align with the company’s goals.

3. Create a Diverse Workspace

Companies like Microsoft did not just become influential overnight. Diversity is a major part of workplace culture. You can incorporate diversity by creating a fun and inclusive workspace where workers from different walks of life can collaborate on impactful projects. By encouraging an equitable onboarding process, you can create a diverse company culture that encompasses all employees and gives them a sense of belonging. You can also conduct confidential surveys or meetings where employees candidly communicate their feelings.

4. Hire Employees With Similar Values

To promote a long-lasting and successful business culture, hiring workers with similar values is one practice you should take seriously. You cannot sustain a positive work culture if new hires think and act differently from existing employees. Hiring based on qualifications or talent is not enough. You should also pay attention to your worker’s personal beliefs and principles, like honesty, innovation, passion, and creativity. You should ensure employees have what it takes to treat clients in a way that mirrors the company’s culture. Before hiring new staff, these questions should always be on your mind.

5. Recognize and Reward Culture-Aligned Behavior

Recognizing and rewarding culture-aligned behavior is like a boost for the right workplace atmosphere. When leaders praise employees for showing the values that the company believes in, it makes a big impact. Sometimes, this praise can be public, like in team meetings, or it can be in private one-on-one talks. Sometimes, managers can offer actual rewards like bonuses, making the connection between good behavior and appreciation even stronger. Doing this process consistently creates a cycle where leaders encourage good behavior, and workers begin to act accordingly.

6. Let Leadership Reflect the Company’s Culture

If you want a healthy company culture, then you must model it yourself. It is advisable to access your personal values and work behavior to ensure they align with the new work culture you want. Your HR team and other high-ranking executives should also mirror these new values. For instance, you cannot encourage punctuality in employees when you are always the last to arrive at work. Healthy culture practices work when team members obey the rules and regulations. Your employees tend to follow suit if the leadership structure embraces this healthy work culture.

7. Invest in Employee Development

Investing in employee development is like putting effort into helping employees grow. For instance, offer training and chances to learn new skills. Also, show employees how they can move up in the company to give them a reason to work hard. Implementing mentoring programs where experienced employees guide newer ones and discuss performance can also help. When companies take care of work skills and overall well-being and balance, it shows they really care about employees. These steps build a culture where employees want to stay, work hard, and succeed together.

Importance of organizational culture

Aside from increasing a company’s success rate, corporate culture produces a well-structured and highly functional workspace. Here are some reasons why culture is important for every company.

1. Improves Your Brand Identity

A company’s culture influences its inner workings and how others see it, affecting its reputation. A positive corporate culture should focus on more than just satisfying your employees. Your culture can also be a great marketing strategy because customers who share similar values will want to do business with you. A workplace culture speaks volumes and helps you stand out from your competitors.

2. Boosts Customer Satisfaction

Customer satisfaction is a vital pillar of a successful business climate. When employees care about customer needs and the company prioritizes quality, it leads to loyal customers who spread the word. A culture that focuses on customer satisfaction encourages employees to go beyond meeting expectations, striving to exceed them. This belief leads to repeat business and bolsters the organization’s reputation and market presence.

3. Encourages Ethical Behavior

Ethical behavior forms the moral compass of a robust office culture. When a company values honesty, openness, and integrity, it creates a workplace where employees consistently choose what is right. An ethical culture emphasizes that the means are just as important as the ends, guiding employees to act ethically even when faced with challenges. Such a culture builds trust with customers, partners, and stakeholders while also ensuring compliance with laws and regulations. Ethical behavior is the backbone of an organization’s credibility and long-term success.

4. Retains Employees

It is rare for employees to quit a company that caters to their emotional and physical well-being. A strong culture builds an employee experience that eliminates the need to quit. Some of the most influential companies have the best performers in their industries as employees. These companies have created a workspace that values every skill and helps employees reach their full potential. Besides, a good environment reduces the turnover rate and human and financial resources depletion.

5. Fosters a Healthy Workspace

A great team atmosphere eliminates disputes, chaos, or animosity between team members. A healthy culture encourages a collaborative atmosphere where employees work to achieve the company’s goals. A workspace that caters to workers’ needs and sees others as more than just colleagues is important for a company to stand out from others. A healthy workspace accelerates the decision-making process, fuels purpose, and outlines clear expectations. Therefore, you can expect top-notch results that will benefit both the company and its customers.

Organizational culture is one of many factors that determine a company’s success. A company’s culture greatly influences the perception of others about you and your team. Thankfully, this article provides a concise overview of corporate culture and its importance. Learning about the different types and best practices can shape your current work culture for the best.

Next, check out our guide to creating a strong remote work culture .

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FAQ: Organizational culture

Here are some commonly asked questions about organizational culture.

What is organizational culture?

Organizational culture refers to the values guiding the behavior of team members in a workspace. Corporate culture is a collection of practices that reflects the company’s philosophy and expectations.

What are the best examples of organizational culture?

The best examples of workplace culture include Netflix, Microsoft, and Wegmans.

How do you improve organizational culture?

You can improve your own culture by encouraging open communication with your employees. Creating a diverse and inclusive workspace as well as encouraging innovation and creativity also helps.

Author: Grace He

People & Culture Director at teambuilding.com. Grace is the Director of People & Culture at teambuilding.com. She studied Industrial and Labor Relations at Cornell University, Information Science at East China Normal University and earned an MBA at Washington State University.

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People & Culture Director at teambuilding.com.

Grace is the Director of People & Culture at teambuilding.com. She studied Industrial and Labor Relations at Cornell University, Information Science at East China Normal University and earned an MBA at Washington State University.

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Company Culture Is Everyone’s Responsibility

• Denise Lee Yohn

A top-down approach doesn’t work anymore.

A top down approach to building company culture no longer works for several reasons. For one, Covid-19 has upended how leaders interact with employees and how coworkers connect with each other. Next, company culture has grown in importance, thanks to recent high-profile crises at big name companies. A new culture-building approach is already in place at some organizations, one in which everyone in the organization is responsible for it. Importantly, this model doesn’t relegate culture-building to an amorphous concept that everyone influences but no one leads or is accountable for. And it weaves in perspectives from employees to customers, from middle managers to the CEO.

Here’s how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. HR designs a campaign to tout a mission statement and core values that the CEO and senior management developed. HR also implements some employee perks like free snacks in the break room or monthly birthday celebrations. Maybe they also field an annual employee engagement survey and report results back to the CEO. And then with their culture-building to-do lists completed, the CEO and HR move on to other priorities.

• Denise Lee Yohn is a leading authority on positioning great brands and building exceptional organizations, and has 25 years of experience working with world-class brands including Sony and Frito-Lay. Denise is a consultant, speaker, and author of What Great Brands Do: The Seven Brand-Building Principles that Separate the Best from the Rest and the new book FUSION: How Integrating Brand and Culture Powers the World’s Greatest Companies .   

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Organisational Culture: A Case Study

Culture plays an important role in the performance of the organisation and in how potential employees perceive the company as an employer. A review of organisational culture and the lessons learnt from other successful organisations is imperative for the growth of the organisations. With the Schein’s model of organisational culture as a theoretical framework, this paper discusses the employee-centric culture of Asia Pacific International Limited (APIL). The paper reviews the strengths and weaknesses of APIL in terms of its organisational culture. The paper would then discuss the case-studies of two successful organisations, J.C Penny and Infosys, both of which have a strong employee-centric culture like APIL. Based on the lessons learnt from these two case studies, we recommend a few organisational changes in the culture of APIL, which would lead to the success and growth of APIL.

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Analysis of Organizational Culture: A Multiple Case Study

Pınar Başar

The aim of the study is to explore the cultural dimensions in three companies: Turkish Airlines, CAC-Bank and Fajr-e-jam Gas Refining Co. The multiple case study method was used for this study, so the cultural dimension can be deeply researched. There are dimensions like Involvement, Cooperation, Information system, Learning, Care about clients, Adaptability, Strategic direction, Reward and incentive, System of control, Communication, Agreement and Coordination. The paper reveals multidimensional nature of organizational culture. The findings show that all the dimensions are influencing corporate culture. It is important to note that organizational culture is a complex and multifaceted concept, and it can be challenging to fully understand and analyze the cultural dimensions of a company. Limited time and information can make it difficult to fully explore the cultural dimensions of an organization. However, understanding the cultural dimensions of a company can be important for a number of reasons. As a conclusion the dimensions have a positive impact on the corporate performance where the companies are growing and globalizing. Moreover, the analysis shows cultural differences at organizational level in terms of firm type, size, and age. A positive organizational culture can lead to increased employee engagement and productivity, while a negative organizational culture can have the opposite effect. Understanding the cultural dimensions of a company can also be important for stakeholders, such as investors and customers, as it can provide insight into the values and practices of the organization.

Rian Firmansyah Syafruddin

SRIDHAR MANI

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Nissan’s Culture & Cultural Traits

Nissan’s organizational culture (company culture) promotes behaviors and decisions that meet the needs of stakeholders, especially customers, employees, and the natural environment. The resulting business condition is that this corporate culture functions in building competitive advantages for managing tough rivalry in the automotive industry. Nissan’s business culture strengthens human resources against the effects of competition with Tesla , Toyota , General Motors , Ford , BMW , and other automakers. These competitors also have effective organizational cultures that support their automotive business goals. Nissan ensures that its company culture accounts for industry trends and facilitates human resource development necessary for long-term business competitiveness.

Emphasis on stakeholders means that Nissan’s culture and related core values promote a social environment and workplace behaviors that strive for excellence in a holistic way. This organizational culture also directly relates to the goals of Nissan’s mission and vision , which aim for superior value and mobility empowerment for customers’ benefit. Thus, the automaker’s work culture gives importance to customers, workers, and other stakeholders valued in its underlying mission and vision.

Traits of Nissan’s Organizational Culture

Nissan’s culture involves the application of core values and the company’s commitment to stakeholders. The company calls this cultural approach, the “Nissan Way.” The traits of this company culture influence the business organization in reaching its goals and developing its competitive advantages in the automotive industry. The principles of Nissan’s organizational culture are:

• Always think of the customer
• Show facts, face reality
• Be accountable, act proactively
• Think outside the box
• Respect others, respect society

Always think of the customer. The main objective of this trait of Nissan’s company culture is to have a comprehensive understanding of customers and their needs. Specifically, the company focuses on the transportation and mobility needs of customers. Through this cultural trait, Nissan employees are motivated to develop solutions that satisfy the needs of target customers. The ideas and knowledge generated with the help of this organizational culture are used as inputs for improving the automobile business, such as in designing cars and in improving product development processes. Nissan’s marketing mix (4P) and its related strategies and tactics reflect this cultural trait. For example, the company’s promotional tactics frequently focus on customers’ mobility needs and expectations.

Show facts, face reality. Nissan’s work culture encourages communication and discussions that involve facts. The company highlights the importance of factual information and objectivity in making decisions to improve the automotive business. For example, Nissan’s corporate culture values using market-based data and puts less value on speculations about automotive industry conditions. Data on external factors and industry trends are used extensively to develop business strategies that work and support automotive business growth.

Be accountable, act proactively. Accountability is integrated into Nissan’s organizational culture with the objective of promoting proactive behaviors among employees. For example, in terms of accountability, the company motivates its workers to take ownership of their actions, thereby limiting the occurrence of bad decisions and their effects on others in the workplace. Through this trait of its organizational culture, the automaker expects its employees to proactively take initiative instead of waiting for others to do what needs to be done. The divisions, departments, groups, and teams in Nissan’s corporate structure (business structure) facilitate accountability and related actions for proactive solutions that support this work culture.

Think outside the box. Nissan’s culture motivates employees to keep an open mind for new ideas that can improve the work environment, the business organization, and its products. Automotive innovation is one of the primary results of this organizational culture. For example, by thinking outside the box, Nissan employees develop better designs for cars and trucks with high success rates in the global market. Thinking outside the box also enhances organizational resilience against adverse changes in the business and the automotive industry. Thus, this business culture supports the innovation goals for product development and differentiation in Nissan’s competitive strategies and growth strategies .

Respect others, respect society. Respect integrated into Nissan’s company culture focuses on achieving a fair approach to resolving issues and challenges in automotive business. For example, the company considers all aspects and stakeholders in decision-making processes to achieve holistic and comprehensive solutions to problems encountered in the organization and in the automotive market and industry. The emphasis on respect in this company culture enables human resources and a social environment that support Nissan’s CSR and ESG strategy for sustainability and stakeholder interests. Corporate citizenship and its strengthening of the company’s automotive brand are supported through this corporate culture.

Business Implications of Nissan’s Culture

Nissan’s organizational culture supports business goals for long-term growth and competitiveness despite challenges in the market involving other large automakers. The cultural traits focusing on accountability and facts encourage workplace effectiveness, efficiency, and productivity that support the high-performance objectives of Nissan’s operations management. Also, the company’s work culture and core values develop human resource motivation for innovation, which is a critical success factor in automotive business. Competencies resulting from innovation reinforce Nissan’s competitive advantages, leading to improved business outcomes and potential for long-term success in the automotive industry.

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Quartet of sustainable job security, job performance, organizational commitment, and motivation in an emerging economy: focusing on northern cyprus.

1. Introduction

2. literature review, 3. materials and methods, control variables, 5. discussion, 6. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Kayar, S.; Yeşilada, T. Quartet of Sustainable Job Security, Job Performance, Organizational Commitment, and Motivation in an Emerging Economy: Focusing on Northern Cyprus. Sustainability 2024 , 16 , 6764. https://doi.org/10.3390/su16166764

Kayar S, Yeşilada T. Quartet of Sustainable Job Security, Job Performance, Organizational Commitment, and Motivation in an Emerging Economy: Focusing on Northern Cyprus. Sustainability . 2024; 16(16):6764. https://doi.org/10.3390/su16166764

Kayar, Serhan, and Tahir Yeşilada. 2024. "Quartet of Sustainable Job Security, Job Performance, Organizational Commitment, and Motivation in an Emerging Economy: Focusing on Northern Cyprus" Sustainability 16, no. 16: 6764. https://doi.org/10.3390/su16166764

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• Login Email Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google Welcome back! Please log in. Email · Hint Tip: Most researchers use their institutional email address as their ResearchGate login Password Forgot password? Keep me logged in Log in or Continue with Google No account? Sign up

The Implications of Open Generative Models in Human-Centered Data Science Work: A Case Study with Fact-Checking Organizations

• Wolfe, Robert
• Mitra, Tanushree

Calls to use open generative language models in academic research have highlighted the need for reproducibility and transparency in scientific research. However, the impact of generative AI extends well beyond academia, as corporations and public interest organizations have begun integrating these models into their data science pipelines. We expand this lens to include the impact of open models on organizations, focusing specifically on fact-checking organizations, which use AI to observe and analyze large volumes of circulating misinformation, yet must also ensure the reproducibility and impartiality of their work. We wanted to understand where fact-checking organizations use open models in their data science pipelines; what motivates their use of open models or proprietary models; and how their use of open or proprietary models can inform research on the societal impact of generative AI. To answer these questions, we conducted an interview study with N=24 professionals at 20 fact-checking organizations on six continents. Based on these interviews, we offer a five-component conceptual model of where fact-checking organizations employ generative AI to support or automate parts of their data science pipeline, including Data Ingestion, Data Analysis, Data Retrieval, Data Delivery, and Data Sharing. We then provide taxonomies of fact-checking organizations' motivations for using open models and the limitations that prevent them for further adopting open models, finding that they prefer open models for Organizational Autonomy, Data Privacy and Ownership, Application Specificity, and Capability Transparency. However, they nonetheless use proprietary models due to perceived advantages in Performance, Usability, and Safety, as well as Opportunity Costs related to participation in emerging generative AI ecosystems. Our work provides novel perspective on open models in data-driven organizations.

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Breaking’s Olympic Debut

A sport’s journey from the streets of new york all the way to the paris games..

Hosted by Sabrina Tavernise

Featuring Jonathan Abrams

Produced by Sydney Harper Luke Vander Ploeg Shannon M. Lin and Will Reid

Edited by Lexie Diao MJ Davis Lin and Ben Calhoun

Original music by Dan Powell Marion Lozano and Diane Wong

Engineered by Alyssa Moxley

Listen and follow The Daily Apple Podcasts | Spotify | Amazon Music | YouTube

More than 50 years after its inception, “breaking” — not “break dancing,” a term coined by the media and disdained by practitioners — will debut as an Olympic sport.

Jonathan Abrams, who writes about the intersection of sports and culture, explains how breaking’s big moment came about.

On today’s episode

Jonathan Abrams , a Times reporter covering national culture news.

Background reading

The Olympic battles in breaking will be a watershed moment for a dance form conceived and cultivated by Black and Hispanic youth in the Bronx during the 1970s.

Breakers are grappling with hip-hop’s Olympic moment. Will their art translate into sport?

There are a lot of ways to listen to The Daily. Here’s how.

We aim to make transcripts available the next workday after an episode’s publication. You can find them at the top of the page.

The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Michael Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Maddy Masiello, Isabella Anderson, Nina Lassam and Nick Pitman.

Jonathan Abrams writes about the intersections of sports and culture and the changing cultural scenes in the South. More about Jonathan Abrams

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