Wioleta Kucharska, Assistant Professor, Gdansk University of Technology, Poland

"Company culture eats strategy for breakfast" according to Peter Drucker (cited in Kesterson, 2015, p. 56). A company’s strategy is an ambitious plan that requires motivated people for it to be implemented successfully. Company culture is the pattern of behavior which is accepted and promoted within an organization in order to foster the company’s aims and achievements. This social and ‘normative glue’ enables a particular strategy to be effective. Moreover, it determines actions and influences many critical areas of management such as finance, performance, knowledge management, entrepreneurship, CSR, innovativeness, and many others. That is why company culture is so worth investigating.

This special issue entitled Company culture matters is open for submissions of qualitative or quantitative studies, which broaden the current body of knowledge regarding company culture pattern recognition, promotion, implementation, and execution.

The main assumption made in this Call for Papers is that the majority of a company's challenges in present times are rooted in company culture. So, all original studies which can shed light on the What? Why? and How? of company culture in today’s world are very welcome.

Sources of inspiration

  • Al Saifi, S.A. (2015). Positioning organizational culture in knowledge management research. Journal of Knowledge Management, 19(2), 164–189.
  • Aziz, T., Ansari, V., & Alam, M. (2019). Corporate culture and stock returns: Evidence from Indian companies. Journal of Strategy and Management (ahead of print). https://doi.org/10.1108/JSMA-01-2019-0009
  • Idris, S., Wahab, R., & Jaapar, A. (2015). Corporate cultures integration and organizational performance: A conceptual model on the performance of acquiring companies. Procedia - Social and Behavioral Sciences, 172, 591-595.
  • Kapiyangoda, K., & Gooneratne, T. (2018). Institutions, agency, culture and control: A case study of a multinational operating company.  Journal of Accounting & Organizational Change, 14(4), 402-428.
  • Kathiravelu, S.R., Mansor, N.N.A., Ramayah, T., & Idris, N. (2014). Why organisational culture drives knowledge sharing? Procedia-Social and Behavioral Sciences, 129, 119-126.
  • Kesterson, R.K. (2015). The Basics of Hoshin Kanri. New York: Francis & Taylor.
  • Kowalczyk, R., & Kucharska, W. (2019). Corporate social responsibility practices incomes and outcomes: Stakeholders’ pressure, culture, employee commitment, corporate reputation, and brand performance. Polish–German cross-country study. Corporate Social Responsibility and Environmental Management (ahead of print). https://doi.org/10.1002/csr.1823
  • Kucharska, W. (2017). Relationships between trust and collaborative culture in the context of tacit knowledge sharing. Journal of Entrepreneurship, Management and Innovation,  13(4), 61-78. https://doi.org/10.7341/20171344
  • Kucharska, W., & Kowalczyk, R. (2019). How to achieve sustainability?—Employee's point of view on company's culture and CSR practice. Corporate Social Responsibility and Environmental Management, 26(2), 453-467.
  • Kucharska, W., & Bedford, D.A.D. (2019). Knowledge sharing and organizational culture dimensions. Does job satisfaction matter? Electronic Journal of Knowledge Management, 17(1), 1-18.
  • Leon, R.D. (2017). Developing entrepreneurial skills. An educational and intercultural perspective. Journal of Entrepreneurship, Management and Innovation,  13(4), 97-121. https://doi.org/10.7341/20171346
  • Maldonado, T., Vera, D., & Ramos, N. (2018). How humble is your company culture? And, why does it matter? Business Horizons, 61(5), 745-753
  • Matricano, D. (2018). The state of the art of open innovation culture. In P. Formica & M. Curley (Eds.) Exploring the Culture of Open Innovation, (pp. 139-162). Bingley, UK: Emerald Group Publishing.Naranjo-Valencia, J.C., Jiménez
  • Jiménez, D., Sanz-Valle, R. (2016). Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48, 30—41.
  • Phuong, Q.D., & Harima, A. (2019). The impact of cultural values on Vietnamese ethnic entrepreneurs in Germany. Journal of Entrepreneurship, Management and Innovation, 15(2), 57-84. https://doi.org/10.7341/20191524
  • Yoo, B., Donthu, N., & Lenartowicz, T. (2011). Measuring Hofstede's five dimensions of cultural values at the individual level: Development and validation of CVSCALE. Journal of International Consumer Marketing, 23(3-4), 193-210.

Paper submission

Papers should be submitted to JEMI before the end of 30 February 2020 at This email address is being protected from spambots. You need JavaScript enabled to view it. and the guest editor: This email address is being protected from spambots. You need JavaScript enabled to view it.. The papers will undergo a double-blind review. Submissions must be in English, should be 8000 words or more, and follow the submission requirements posted on the JEMI website at http://jemi.edu.pl/submission-and-policy

Submission deadline: 30 February 2020
Papers reviewed: 30 May 2020
Revised papers reviewed and accepted: 30 June 2020
Final versions of accepted papers delivered: 30 July 2020
Papers published: 2020/2021

International teams of researchers are welcome!

Journal of Entrepreneurship, Management and Innovation is indexed in Web of Science.