Creating Value Through Company Culture
Translated title
Værdiskabelse Igennem Virksomhedskultur
Author
Kjærsgaard, Maria Sangild
Term
4. term
Publication year
2020
Submitted on
2020-05-18
Pages
82
Abstract
Specialet undersøger, om og hvordan virksomheder kan skabe social og finansiel værdi gennem virksomhedskultur. Med et systemsyn, hvor kulturen forstås som et system og ledelses-, motivations- og kulturteori som subsystemer, gennemføres en kvalitativ analyse af tre cases (Continental Airlines, Fletcher Jones & Staff og Bentax). Teorier om ledelse (Contingency Theory, SLII, Triad of Awareness), motivation (A Powerful New Model, Prima Donna Management Theory) og innovative kulturer vurderes op imod måleenhederne Great Place to Work, VIPS, ToMo og IRIC. Analysen identificerer syv bærende komponenter i en ideel kultur: tilstedeværende topledelse, engagerede ledere, medarbejdere der favner forskellighed, medarbejderinvolvering, støtte til forandringer, formål gennem resultater og en innovativ kultur. På den baggrund præsenteres en ny Trædemølle-model, hvor komponenterne gensidigt driver hinanden, og hvor innovation er et eksplicit handlingsparameter, i modsætning til Great Place to Works model, der ikke indfanger alle nødvendige værdier. Specialet peger på, at en balanceret integration af ledelses-, motivations- og kulturtiltag omkring disse værdier kan styrke tilpasningsevne og understøtte værdiskabelse for både medarbejdere og virksomhedens resultater.
This thesis examines whether and how companies can create social and financial value through company culture. Using a systems perspective that treats culture as the system and leadership, motivation and culture theories as subsystems, it conducts a qualitative analysis of three cases (Continental Airlines, Fletcher Jones & Staff, and Bentax). Leadership theories (Contingency Theory, the SLII model, the Triad of Awareness), motivation theories (A Powerful New Model, the Prima Donna Management Theory) and work on innovative cultures are assessed against four measurement frameworks: Great Place to Work, VIPS, ToMo and IRIC. The analysis identifies seven core components of an ideal culture: present top management, engaged leaders, employees who embrace differences, employee involvement, support for change, purpose through results, and an innovative culture. Based on these findings, the thesis proposes a new Treadmill model in which the components mutually reinforce one another and innovation is an explicit action parameter, addressing gaps in the Great Place to Work model. The results suggest that aligning leadership, motivational and cultural practices around these values can enhance adaptability and support value creation for both employees and organizational performance.
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