While both cultural and legal norms (institutions) help foster cooperation, culture is the more primitive of the two and itself sustains formal institutions. Cultural changes are rarer and slower than changes in legal institutions, which makes it difficult to identify the role played by culture. Cultural changes and their effects are easier to identify in simpler, more controlled, environments,...

Where does corporate culture come from? In trying to answer that question, this paper also suggests a new perspective on the relationship between corporate culture and performance. The paper does essentially two things. First, it develops a simple model of corporate culture, based on the notion of culture as shared beliefs or assumptions, as suggested by the management literature. Culture, in t...

PURPOSE To describe the role played by the International Medical Advisory Board (IMAB) in clinical and corporate governance at Optical Express, a corporate provider of refractive surgery. METHODS A review of goals, objectives, and actions of the IMAB. RESULTS The IMAB has contributed to study design, data analysis, and selection of instruments and procedures. Through interactions with Optic...

This article examines one of the key competences of the 21 century, cultural intelligence. In our empirical research studies, we examined the cultural intelligence of full-time university students. We identified the corporate culture they would like to work in, and also examined if there is a correlation between their cultural intelligence and their preference for a particular corporate culture...

The purpose of this paper is to link concepts of organizational culture, traditionally viewed from a corporate perspective, to management of intercollegiate athletic organizations. Relevant literature is reviewed to identify definitions and components of organizational culture, as well as elements of cultural strength. The relationship of culture to transformational leadership is recognized and...