The Survival of Unique Corporate Cultures

Gil Epstein and Renana Lindner‐Pomerantz

Managerial and Decision Economics, 2017, vol. 38, issue 4, 622-629

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. Copyright © 2016 John Wiley & Sons, Ltd.

Date: 2017
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Working Paper: The Survival of Unique Corporate Cultures (2016)
Working Paper: The Survival of Unique Corporate Cultures (2016)
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Persistent link: https://EconPapers.repec.org/RePEc:wly:mgtdec:v:38:y:2017:i:4:p:622-629

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