The Survival of Unique Corporate Cultures

Gil S. Epstein, Renana Lindner-Pomerantz

Research output: Contribution to journalArticlepeer-review

1 Scopus citations

Abstract

In this paper we identify two situations that can lead a firm to hire an executive who supports a corporate culture that differs from the firm's current culture. In the first case, there is a similarity between the firm's culture and that of the candidate, and in the second case, executives who support the firm's culture constitute a minority of the available candidates. In both cases the firm prefers to hire an available candidate, rather than risk a prolonged vacancy. We show how these scenarios can lead to the eradication of unique cultures and to the perpetuation of more common cultures.

Original languageEnglish
Pages (from-to)622-629
Number of pages8
JournalManagerial and Decision Economics
Volume38
Issue number4
Early online date5 May 2016
DOIs
StatePublished - Jun 2017

Bibliographical note

Publisher Copyright:
Copyright © 2016 John Wiley & Sons, Ltd.

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