Diagnosing the Corporate Culture of Metallurgical Industry Enterprises in the Context of Innovative Development

Abstract

The aim of the article is to study the features of the corporate culture of metallurgical enterprises of Ukraine in the context of innovative development. As a result of the study of four types of corporate culture – adhocracy, clan, market, and hierarchical – according to the CVF model of K. Cameron and R. Quinn, it was determined that adhocratic culture is most conducive to innovations, since it involves flexibility and is focused on the external environment. In turn, market culture emphasizes control and stability, which is a constraint on innovation. The authors propose a modified method for diagnosing corporate culture, which is based on the CVF model and provides for a system of 5-point scale for evaluating questionnaire questions by respondents. Using Microsoft Excel and SPSS Statistics V21.0 software, the authors analyzed the parameters of the corporate culture of metallurgical enterprises. As a result of the diagnostics, it was found that PJSC «INTERPIPE» and PJSC «Tsentralnyi Hirnycho-Zbahachuvalnyi Kombinat» are characterized by a clan corporate culture, which needs to be strengthened to the desired indicator. For PJSC «ZAPORIZHSTAL», PJSC «YUZHKOKS», PJSC «KAMET-STAL» it is expedient to change the type of corporate culture from market to clan. It is proposed that the strategic vision of the development of metallurgical enterprises should be changed in the direction of innovative development, digitalization, smartization of production, the use of energy-saving technologies, the Internet of Things, etc. It is also necessary to use training activities and seminars to develop the creative potential of staff and intensify their participation in the development of green innovations. Taking into account the European integration course of Ukraine, it is expedient to change the principles of doing business related to the European Green Deal. The proposed recommendations can be used to improve the mission, strategic vision, corporate culture and its values for metallurgical enterprises. Prospect for further research in this direction is to determine the interdependence between the type of corporate culture (clan, innovative, market, hierarchical) for metallurgical enterprises and the processes of greening and digitalization at enterprises.

Keywords

• corporate culture
• innovative economy
• innovations
• enterprise
• metallurgical industry
• sociological survey.