Contemporary Management

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Contemporary Management

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Corporate culture, global warming, covid-19, workplace, risk management, strategic positioning

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Abstract

In Westernized countries, and particularly in Europe, we are currently witnessing a demographic transition, particularly in the form of an aging population (Rudakova & al., 2023). Against this backdrop, the emergence of the silver economy demonstrates the stakes involved in this transition and the need to take into account the challenges of supporting the elderly in the development of an ageing society (Krzyminiewska, 2019). The ecological transition is materialized by the need, for public authorities as well as for organizations and individuals themselves, to take into account current global warming (Letcher, 2019).

Contemporary Management and Individuality in Organisations
Management and Culture

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[...] Are you ready for Gen Z in the workplace?. California Management Review, 5-18. Shan, L., Fu, S., & Zheng, L. (2017). Corporate sexual equality and firm performance. Strategic Management Journal, 1812-1826. Shaw, J. D. (2011). Turnover rates and organizational performance: Review, critique, and research agenda. Organizational Psychology Review, 187-213. Simboli, A., Taddeo, R., & Morgante, A. (2014). Value and wastes in manufacturing. An overview and a new perspective based on eco-efficiency. [...]

[...] Today's organizations need to take into account the three challenges outlined above (demographic transition, ecological transition and digital transition) to support their own strategy. These new challenges are at the heart of what motivates employees today, as they seek meaning and motivation both for the missions they carry out, and for the direction taken by the organization in which they work. As a result, companies are changing not only their management style, but also their strategy and communication. For example, companies are now seeking to communicate on working conditions, and on the impact of their activities on the environment (Wu & al., 2022). [...]

[...] The example of a company's corporate culture demonstrates the room for maneuver that exists for companies to develop around an identity with which they are able to communicate with others (employees, customers, institutions, etc.) Management methods fit directly into this precise context and must be fully taken into account in the development of a company. And while we've mentioned these issues in relation to companies, they also apply to other types of organization, especially public administrations. Indeed, they must today also take into account the new contemporary challenges, and evolve in management in particular (Drechsler, 2020). Bibliography Ahir, H., Bloom, N., & Furceri, D. [...]

[...] Indeed, companies can unify all employees around this culture, through shared objectives but above all shared values (Dempsey, 2015). This enables all employees to rally around these values and belong to the same community. Companies with a strong corporate culture can then attract talent and retain it within their organization, as this talent is then linked to the company's values and image (Bhattacharya & al., 2008). Moreover, corporate culture is a unifying factor beyond the company itself, since it is one of the elements that enable customers to identify the company and its values. [...]

[...] (2015). Moral responsibility, shared values, and corporate culture. Business Ethics Quarterly, 319-340. Dockery, M., & Bawa, S. (2020). Working from Home in the COVID-19 Lockdown. BCEC 1-5. Fratrièová, J., & Kirchmayer, Z. (2018). Barriers to work motivation of generation Z. Journal of human resource management, 28-39. Friedman, T. (2007). The World Is Still Flat. Sydney Papers, The, 186-203. [...]

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