For this reason, there is not one but many organizational cultures. These cultures meet, interpenetrate and influence each other. The members of the company acculturate each other.
In this context, it seems difficult to define a single common corporate culture. Yet the challenge remains the same: to make culture a vector of meaning at all levels of the organization.
A vector of meaning, shared behaviours and values, “culture in action”, as Elise Maas calls it, belongs to those who keep the organisation alive every day . It materializes in daily work, knowledge transfers and relies on interactions between individuals. Culture will allow the creation of a reference frame of behaviors common to employees and specific to each company.
Strongly linked to the construction of professional identity, peer recognition is an essential foundation of corporate culture. It enables the development of a sense of belonging that will enrich the company.
You are a member of a company or a community because you recognize yourself in it. We share ways of doing things, values, objectives and overall a common sense. The real challenge is therefore to succeed in relying on this cultural dynamic to adapt one’s management and communication methods!