Corporate culture: institutional regulation and practical implementation experience

The article presents a theoretical analysis of the sociological discourse on corporate culture. The role of corporate culture in the practical activities of the enterprise and its institutional features are discussed. The subject of the study is corporate culture, in particular, the specifics of the use of the term and the components of corporate culture are clarified. It is shown that culture is based on a value component, the development of which in the context of the company should form the value of work and the value of belonging to one's company, which, in turn, should be congruent with the company's strategy and development goals. The article reveals the differences between a developed corporate culture, such as educating and motivating employees to perceive work in the company as a way of life, ensuring staff commitment to the ideas and values of the organization. The article used a theoretical review of scientific literature in the field of sociology of culture and personnel management. The novelty of the research is the translation of the experience of a medical organization (Mayo clinic), which has a highly developed corporate culture based on the ideas of customer orientation, as well as the identification of the principles of its work and the features of building a culture. The importance of compatibility of corporate culture and strategy is also emphasized. It is noted that at the material level, corporate culture can be observed through visible signs (branded clothing, corporate symbols, organizational ceremonies and attributes, work environment, etc.), and at the level of spiritual culture – values and norms that define and regulate the behavior of employees in the company. At the same time, values closely related to visual samples reflect the internal philosophy of the company. It is emphasized that norms, patterns of corporate behavior, through corporate culture are tools for personnel management, and corporate culture acts as an institutional management tool. The article concludes that it is necessary to purposefully form and develop a corporate culture in the process of which the primary should be the creation of a value component related to the company's development strategy.