Impact of COVID-19 on corporate culture

Silvia Lorincová ()
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Silvia Lorincová: Technical University in Zvolen, Slovakia

Entrepreneurship and Sustainability Issues, 2024, vol. 11, issue 3, 99-117

Abstract: The crisis associated with the global COVID-19 pandemic has had an impact on the economies of all countries in the world. The stoppage of production lines, insufficient demand, and layoffs were just some of the negative effects that Slovak enterprises also experienced as a result of the dynamically changing business environment. The aim of the research is to determine whether the perception of corporate culture in Slovakia was affected by the COVID-19 pandemic. It is achieved by identifying the type of corporate culture that dominated at the beginning and after the crisis caused by the COVID-19 pandemic. The methodology of Cameron and Quinn, based on the Organizational Culture Assessment Instrument, was chosen. Corporate culture was analyzed based on the opinions of employees working in the private sector in Slovakia during the period from 2020 to 2023. The significance of differences was tested using the Tukey HSD test. The novelty of the research is that the research results confirmed that changes existed in the perception of partial areas of corporate culture, as well as in the perception of the corporate culture type, over time in Slovakia. Furthermore, based on the results obtained, it can be concluded that clan corporate culture dominated in the private sector in Slovakia in 2020; however, hierarchy corporate culture dominated in 2023. The research results are valuable from the point of view of the development of knowledge in the area of corporate culture in Slovakia, understanding its development, and the impact of global trends on corporate culture.

Keywords: corporate culture; The Organizational Culture Assessment Instrument; COVID-19; private sector; Tukey HSD test (search for similar items in EconPapers)
JEL-codes: M14 M21 O15 (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:ssi:jouesi:v:11:y:2024:i:3:p:99-117

DOI: 10.9770/jesi.2024.11.3(7)

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