@ARTICLE{Urbancová_Hana_Factors_2021,
 author={Urbancová, Hana and Depoo, Lucie and Urbancová, Hana and Depoo, Lucie},
 volume={vol. 12},
 number={No 1},
 pages={48-59},
 journal={Management and Production Engineering Review},
 howpublished={online},
 year={2021},
 publisher={Production Engineering Committee of the Polish Academy of Sciences, Polish Association for Production Management},
 abstract={As the corporate culture and re/setting of employer – employee relations is crucial due to changes in workplace due to impact of COVID-19, this article aims to identify types of organizational culture, and to find impact on the implementation of HR activities and employer branding, including classification of organizations by their defined strategies. A model of organizational culture, including its systematic relationships, is proposed and tested using a sample of 402 organizations across sectors operating in the Czech Republic as a characteristic economy in Central Eastern European region. This model includes different dimensions of internal brand management and manifestations of organizational culture. Data are analyzed using bivariate and multivariate statistics. Identification of a suitable type of organizational culture leads towards successful employer branding and work engagement; brand identification and communication directly raise positive perception of organizational culture. Three major areas of use of organizational culture and branding have been identified: re-setting of personnel processes depending on the change of organization’s size, on the decline in labor productivity and on organizational mergers, changes in scope of business and in market position. The results suggest that orientation on employee engagement is a better predictor of (positive) organizational culture than increase in productivity. Furthermore, the results explain supportive roles of organizational culture towards customers and employees. The results extend theory by empirical analysis of organizational culture and internal brand management from the employers’ perspective.},
 abstract={As the corporate culture and re/setting of employer – employee relations is crucial due to changes in workplace due to impact of COVID-19, this article aims to identify types of organizational culture, and to find impact on the implementation of HR activities and employer branding, including classification of organizations by their defined strategies. A model of organizational culture, including its systematic relationships, is proposed and tested using a sample of 402 organizations across sectors operating in the Czech Republic as a characteristic economy in Central Eastern European region. This model includes different dimensions of internal brand management and manifestations of organizational culture. Data are analyzed using bivariate and multivariate statistics. Identification of a suitable type of organizational culture leads towards successful employer branding and work engagement; brand identification and communication directly raise positive perception of organizational culture. Three major areas of use of organizational culture and branding have been identified: re-setting of personnel processes depending on the change of organization’s size, on the decline in labor productivity and on organizational mergers, changes in scope of business and in market position. The results suggest that orientation on employee engagement is a better predictor of (positive) organizational culture than increase in productivity. Furthermore, the results explain supportive roles of organizational culture towards customers and employees. The results extend theory by empirical analysis of organizational culture and internal brand management from the employers’ perspective.},
 type={Article},
 type={Artykuł /Article},
 title={Factors Affecting Strategic Types of Organizational Culture: Evidencefrom Organizations and Managers Operating in the Czech Republic},
 title={Factors Affecting Strategic Types of Organizational Culture: Evidencefrom Organizations and Managers Operating in the Czech Republic},
 URL={http://www.czasopisma.pan.pl/Content/119520/art05.pdf},
 doi={10.24425/mper.2021.136871},
 keywords={Organizational culture, employer branding, communication, employees, engagement, human resources, Organizational culture, employer branding, communication, employee, human resources, engagement},
}