Journal of Finance and Accounting

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Synergy of Corporate Culture and Financial Control in the Chaotic Environment

Received: 21 September 2014    Accepted: 09 October 2014    Published: 24 October 2014
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Abstract

Organizational principles of the functional configuration of corporate culture management. The algorithm of functional configuration of the interaction and integration of financial control and corporate culture in a chaotic environment. It was proposed to identify the company’s specific character with relevant determinants in 4 areas - the dynamics of the external environment, the pressure of the external environment, the business specificity and staff specific character. A road map of company’s specifics research, which affects the functional organization of financial control and corporate culture management has been formed. Methodological principles defined for the election of the organizational approach (centralization, mixed and decentralization) and the combination of 5 possible functional links of corporate culture management.

DOI 10.11648/j.jfa.s.2014020601.14
Published in Journal of Finance and Accounting (Volume 2, Issue 6-1, December 2014)

This article belongs to the Special Issue Synergy of Accounting, Finance and Management in Chaotic Environment

Page(s) 21-30
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Corporate Culture, Financial Control, Synergy, Organizational Culture, Chaotic Environment

References
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[6] Michael Naor , Kevin Linderman , Roger Schroeder , “The globalization of Operations in Eastern and Western Countries: Unpacking The Relationship Between National and Organizational Culture and Impact on manufacturing ITS Performance”, Journal of Operations Management Volume 28, Issue 3 , May 2010, p. 194-205 .
[7] Levin IM, Gottieb J. “Realigning organization culture for optimal performance: six principles & eight practices”, Organization development journal. 2009, no4, pp. 31-47.
[8] Kilmann, RH, Saxton MJ, R. Serpa “Issues in Understanding“, California Management Review. 1986, vol. 28, pp. 87-94.
[9] Jaffe P. Organization Theory: tension and change. Mc Grawhill International Editions , New York, 1996.
[10] Kuznetsova S., Kuznetsov A. “The information perspective of management accounting in Ukraine: the synergistic approach and Arrow’s impossibility theorem” , World Journal of Social Sciences. Zia World Press, Australia. Vol. 4. No. 1. March. 2014. pp. 140 – 153.
[11] Kuznetsova S., Kuznetsov A. “Formation of corporate culture based on the specifics of the company”, Problems of economy, 2011, vol.4, pp.91-94.
[12] Bleicher, K. Organisation, Strategien, Strukturen, Kulturen, Aulf. Wiesbaden, 1991.
[13] Mohan ML Organizational communication and cultural vision. Albany, State University of New York Press, 1993.
[14] Schein, Edgar H. The corporate culture survival guide, John Wiley & Sons, 2009.
[15] C. Zott, Amit R. Exploring the Fit between Business Strategy and Business Model: Implications for Firm Performance [electronic resource]. - Mode of access: http://wwwmanagement.wharton.upenn.edu/amitresearch/docs/9_07/Amit_Zott_Business_Strategy_Fit_2006.pdf.
[16] Chesbrough H. Rosenbloom RS, “The role of business model in capturing value from innovation: evidence from Xerox Corporation's technology spinoff companies”, Industrial and Corporate Change, 2002 , pp. 529-555.
[17] Osterwalder, A. How to describe and improve your Business Model to Compete Better, Treatment [electronic resource]. - Mode of access: http://www.privatebankinginnovation.com/en/wpcontent/uploads/tools/DraftBusinessModelManual.pdf.
[18] Osterwalder A. The Business Model Ontology. A proposition in a design science approach, 2004 - Access: http://www.hec.unil.ch/aosterwa/PhD/Osterwalder_PhD_BM_Ontology.pdf
[19] State Statistics Committee of Ukraine Access to materials: http: \\ www.ukrstat.gov.ua
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Author Information
  • Deptartament of Economics of Enterprises and Corporations, Ternopil National Economic University, Ternopil, Ukraine

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  • APA Style

    Andriy Kuznetsov. (2014). Synergy of Corporate Culture and Financial Control in the Chaotic Environment. Journal of Finance and Accounting, 2(6-1), 21-30. https://doi.org/10.11648/j.jfa.s.2014020601.14

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    ACS Style

    Andriy Kuznetsov. Synergy of Corporate Culture and Financial Control in the Chaotic Environment. J. Finance Account. 2014, 2(6-1), 21-30. doi: 10.11648/j.jfa.s.2014020601.14

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    AMA Style

    Andriy Kuznetsov. Synergy of Corporate Culture and Financial Control in the Chaotic Environment. J Finance Account. 2014;2(6-1):21-30. doi: 10.11648/j.jfa.s.2014020601.14

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  • @article{10.11648/j.jfa.s.2014020601.14,
      author = {Andriy Kuznetsov},
      title = {Synergy of Corporate Culture and Financial Control in the Chaotic Environment},
      journal = {Journal of Finance and Accounting},
      volume = {2},
      number = {6-1},
      pages = {21-30},
      doi = {10.11648/j.jfa.s.2014020601.14},
      url = {https://doi.org/10.11648/j.jfa.s.2014020601.14},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.jfa.s.2014020601.14},
      abstract = {Organizational principles of the functional configuration of corporate culture management. The algorithm of functional configuration of the interaction and integration of financial control and corporate culture in a chaotic environment. It was proposed to identify the company’s specific character with relevant determinants in 4 areas - the dynamics of the external environment, the pressure of the external environment, the business specificity and staff specific character. A road map of company’s specifics research, which affects the functional organization of financial control and corporate culture management has been formed. Methodological principles defined for the election of the organizational approach (centralization, mixed and decentralization) and the combination of 5 possible functional links of corporate culture management.},
     year = {2014}
    }
    

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