| 来源类型 | Working Paper |
| 规范类型 | 报告 |
| DOI | 10.3386/w23255 |
| 来源ID | Working Paper 23255 |
| Corporate Culture: Evidence from the Field | |
| John R. Graham; Campbell R. Harvey; Jillian Popadak; Shivaram Rajgopal | |
| 发表日期 | 2017-03-20 |
| 出版年 | 2017 |
| 语种 | 英语 |
| 摘要 | Does corporate culture matter? Can differences in corporate culture explain why similar firms diverge with one succeeding and the other failing? To answer these questions, we use a novel survey and interview-based analysis of 1,348 North American firms. Over half of senior executives believe that corporate culture is a top-three driver of firm value and 92% believe that improving their culture would increase their firm's value. Surprisingly, only 16% believe their culture is where it should be. Executives link culture to ethical choices (compliance, short-termism), innovation (creativity, taking appropriate risk), and value creation (productivity, acquisition premia). We assess these links within a framework that implies cultural effectiveness depends on interactions between cultural values, norms, and formal institutions. Our evidence suggests that cultural norms are as important as stated values in achieving success. |
| 主题 | Microeconomics ; Households and Firms ; Financial Economics ; Corporate Finance ; Other ; Law and Economics ; Accounting, Marketing, and Personnel ; Development and Growth ; Development ; Culture |
| URL | https://www.nber.org/papers/w23255 |
| 来源智库 | National Bureau of Economic Research (United States) |
| 引用统计 | |
| 资源类型 | 智库出版物 |
| 条目标识符 | http://119.78.100.153/handle/2XGU8XDN/580929 |
| 推荐引用方式 GB/T 7714 | John R. Graham,Campbell R. Harvey,Jillian Popadak,et al. Corporate Culture: Evidence from the Field. 2017. |
| 条目包含的文件 | ||||||
| 文件名称/大小 | 资源类型 | 版本类型 | 开放类型 | 使用许可 | ||
| w23255.pdf（855KB） | 智库出版物 | 限制开放 | CC BY-NC-SA | 浏览 | ||
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