Identification of the type of enterprise corporate culture with regard to the perception of changes

Nataliia Pryimak


The article claims that modern management views enterprise performance as an  open socio-economic system, in which personnel play a central role. Employees’ attitude to various processes in management determines success of strategies and tactics. The personnel play a crucial role in implementing changes, because they demonstrate support, neutrality, or resistance. It is noted that the resistance to changes stems from the prevailing corporate culture of the enterprise and depends on its development.

The purpose of the research paper is to provide evidence for the dependence of changes on types of corporate culture, and to develop tools of identification of these types. The article examines the concept of corporate culture in relation to management of changes, and determines the connection between corporate culture and resistance to changes based on the indicator of instability of changes. It is found out that resistance to changes in a certain corporate culture is the process of growing unwillingness to change due to the prevalent corporate culture.

The tendency to resist changes is defined as functional instability of corporate culture, which is characterized by high frequency of resistance in response to changes and measures taken to overcome such resistance. With regard to management of changes, the author proposes to distinguish between two types of corporate cultures: fiduciary and non-fiduciary, based on employees’ attitude to changes. In fiduciary corporate culture, there is a high level of trust between the management and personnel in a way that the management encourages introducing changes. If resistance arises, it is minimal, and it is quickly overcome through information and motivation measures. In non-fiduciary corporate culture, the management and the team responsible for changes do not show or lack interest in changes, and under these circumstances, resistance, that has a significant impact, is comprehensive and systemic.

In fiduciary corporate culture, the role of personnel in the management of changes  can be described as linear processes, whereas in non-fiduciary corporate culture, changes can be described as variable flows of changes resulting from unwillingness to introduce changes. The level of corporate culture with regard to changes is proposed to be determined through using the integral indicator calculated as a weighted average of partial indicators (characteristics) of corporate culture: 1) strong – weak; 2) adaptive – not adaptive; 3) ethical – unethical; 4) developed – latent; 5) harmonious – non-harmonic; 6) creative – bureaucratic; 7) controlled – spontaneous; 8) with a high-low level of instability. The approbation of this approach to the identification of corporate culture of the enterprise was carried out on the basis of enterprises that form the basis of the iron ore sub-sector of Ukraine. The approach, discussed in the research, has been applied for identification of corporate culture the mining industry f Ukraine, chosen as an example.

Ключові слова

changes, management of changes, corporate culture, resistance to changes, cremation of changes, instability of changes.

Повний текст:



Apostoliuk, O. (2016). Korporatyvna kultura yak instrument efektyvnoho menedzhmentu pidpryyemstva v pidvyshchenni yoho konkurentospromozhnosti [Corporate culture as a tool of effective management of the enterprise in increasing its competitiveness]. Ekonomichnyi chasopys Skhidnoyevropeiskoho natsionalnoho universytetu imeni Lesi Ukrayinky – Economic Journal of Lesya Ukrainka East- European National University, 2, 68-73 [in Ukrainian].

Beliak, T.O. (2014). Korporatyvna kultura: dotsilnist yakisnykh zmin z urakhuvanniam priorytetiv innovatsiinoho rozvytku [Corporate culture: the usefulness of qualitative changes with regard to priorities of innovative development]. Visnyk Chernivetskoho torhovelno-ekonomichnoho instytutu. Ekonomichni nauky – Bulletin of the Chernivtsi Trade and Economic Institute. Economic Sciences, 4, 129-136 [in Ukrainian].

Hrytsenko, N.V. (2018). Vplyv korporatyvnoii kultury na diyalnist pidpryyemstva [Influence of corporate culture on enterprise performance]. Visnyk ekonomiky transportu i promyslovosti - Bulletin of Transport and Industry Economics, 62, 168- 174 [in Ukrainian].

Diuk, O.M. (2018). Teoretyko-metodychni osnovy otsinky stanu korporatyvnoii kultury [Theoretical and methodological foundation for assessing the status of corporate culture]. Naukovyi visnyk Uzhhorodskoho Universytetu. Seriia Ekonomika – Scientific herald of Uzhgorod University. Series Economics, 2 (52), 115-118 [in Ukrainian].

Kopytko, M.I. (2016). Korporatyvna kultura pidpryiemstv: istoriia vynyknennia ta sutnist [Corporate culture of enterprises: a history of origin and essence]. Prychornomorski ekonomichni studiyi – Black Sea Economic Studies, 9(1), 86-91 [in Ukrainian].

Voronkova, A.E. (Eds.) (2006) Korporatsiyi: upravlinnya ta kultura [Management and Culture]. Drohobych: Vymir [in Ukrainian].

Kulikova, L.V. (2004). Mezhkulturnayia kommunikatsiia: teoreticheskie i prikladnyie aspekty. Na materiale russkoi i nemetskoi lingvokultur [Intercultural communication: theoretical and applied aspects. The case of Russian and German linguistic cultures]. Krasnoyarsk: RIO KGPU [in Russian].

Polyanska, A.S., & Diuk, O.M. (2018). Formuvannia modeli korporatyvnoyi kultury v diyalnosti vitchyznyanykh pidpryiemstv [Formation of the model of corporate culture of domestic enterprises’ performance]. Prychornomorski ekonomichni studiyi – Black Sea Economic Studies, 27(2), 9-16 [in Ukrainian].

Semykina, M.V., & Belyak, T.O. (2015). Korporatyvna kultura ta yakist liudskoho kapitalu: osoblyvosti vzaiemovplyvu [Corporate culture and quality of human capital: features of mutual influence]. Naukovi pratsi Kirovohradskoho natsionalnoho tekhnichnoho universytetu. Ekonomichni nauky – The Collection of Scientific works of Kirovohrad National Technical University. Economic Sciences, 28, 68-75 [in Ukrainian].

Stepanova, L.V., & Tuzhylkina, O.V. (2017). Korporatyvna kultura: sutnist ta teoretychni pidkhody doslidzhennia [Corporate Culture: the essence and theoretical approaches to research]. Naukovyy visnyk Poltavsʹkoho universytetu ekonomiky i torhivli. Seriya : Ekonomichni nauky – Scientific herald of Poltava University of Economics and Trade. Series: Economic Sciences, 4, 167-172 [in Ukrainian].

Tarasova, O.V. & Marinova, S.S. (2013). Korporatyvna kultura yak instrument efektyvnoho menedzhmentu pidpryyemstva [Corporate culture as a tool for effective management of the enterprise]. Ekonomika kharchovoyi promyslovosti – The Economy of the Food Industry, 3, 28-32 [in Ukrainian].

Kharchyshyna, O. V. (2012). Efektyvna orhanizatsiyna kultura: problemy teoriyi i praktyky [Effective organizational culture: problems of theory and practice]. Ekonomika. Upravlinnya. Innovatsiyi – Economy. Management. Innovations, 2. Retreived from Hres_Yevreinova_The_museum_management.pdf [in Ukrainian].

Schwartz, H. & Davis, S.M. (1981). Matching Corporate Culture and Business Strategy. Organizational Dynamics, Summer 1981, 30-48.

Dmytrenko, M.Y. (2016). Modern paradigm of corporate culture and multiculturalism. Ukrainskyi sotsium – Ukrainian Society, 2, 19-24.

Shein, E.H. (1985). Organizational Culture and Leadership: A dynamic view. San Fransisco. CA.: Jossey-Bass Inc.


  • Поки немає зовнішніх посилань.