CHAPTER 3 THEORETICAL FRAMEWORKTHE CONCEPT OF CORPORATE CULTUREIn this section, we will discuss the concept of corporate culture. First, we will define the company culture. Next, we will differentiate national culture from corporate culture, we will also discuss some types and models of corporate culture and finally, how managers can manage cultural differences in the merger process. Defining Corporate Culture There are different explanations of the word culture, each depending on how the word is used. Nahavandi and Malekzadeh (1998) define culture as “the beliefs and assumptions shared by members of an organization.” The author further explained that culture is generally that companies do not have just one culture, as the use of the word suggests sometimes, but rather most. companies have “more than one set of beliefs that influence employee behavior within their organization.” In the business environment, culture is often thought of as “the way we do things around here,” which includes: “the way we treat things.” with customers”; “how we treat other employees”; and even how leaders interact with, develop, encourage and motivate people. (Deal and Kennedy, 1982). Aiman-Smith (2004) defines culture as “the network of tacit understandings, boundaries, common language, and shared expectations maintained over time by members.” The author offers seven ways of considering corporate culture that he developed from anthropology: Historical: the vision of culture as “a social heritage transmitted from generation to generation”. Behavioral: the vision of culture as “a shared and learned human behavior or as a way of life” Normative: The vision of culture as “ideals, values ​​or rules of life” Functional: The vision of culture ...... middle of paper ...... the process is very slow and risk-taking and innovation is not encouraged. This culture can be unsatisfying for employees. • Task/achievement cultures: Here the emphasis is on completing a particular task. The culture is “team oriented” and employees are committed to a particular task. The specific task at hand determines how things are done. Employees are very flexible and have a high degree of autonomy. This encourages creativity and employees are generally satisfied in the work environment. • Person/support culture: the emphasis here is on equality (egalitarianism). The management approach is a positive and rapid response to individual needs. Additionally, the information is shared jointly. A decision is only made after all members have discussed and reached an agreement. This type of culture is mainly found in communities and cooperatives or in common facilities..