CORPORATE CULTURE AS A DRIVER OF STRATEGIC ENTERPRISE DEVELOPMENT: CONTEMPORARY APPROACHES AND FORMATION INSTRUMENTS

Abstract

In today's market economy and under intensifying globalization, competitiveness becomes a central issue not only economically but socially. Soft and institutional factors, especially those embedded in corporate culture, increasingly determine a company's adaptability, innovation capacity, and long-term competitiveness. Corporate culture, as a strategic internal resource, supports teamwork, employee loyalty, and communication efficiency, thereby facilitating the achievement of strategic goals.

Despite its recognized importance, many enterprises lack effective tools for integrating corporate culture into strategic management. This creates a pressing need to update theoretical and practical approaches to cultivating a culture aligned with innovation, sustainability, and strategic development. Research highlights the role of corporate culture in both internal integration and external competitiveness, calling for its systemic understanding within institutional frameworks.

Defined by shared values, norms, behaviors, and traditions, corporate culture shapes the enterprise’s internal environment and interactions with external partners. It is dynamic, encompassing symbolic, spiritual, and material elements. Technological advancements are transforming the competitive landscape, making information and knowledge central resources. Alongside knowledge, reputation, image, and human interactions contribute to value creation.

Sociological and socio-psychological perspectives further underline the role of culture in shaping social ideals and behavioral standards. Corporate culture enhances trust and reduces uncertainty in business relations, lowers transaction costs, and supports open communication, mutual assistance, and reputation building. Effective branding and internal standards—ethical conduct, product quality, and stakeholder engagement—are vital components of reputation management.

Participation in social networks and partnerships with public institutions also contribute to social capital. However, they require careful management due to potential institutional risks. Ultimately, building an effective corporate culture is a strategic, continuous effort requiring leadership commitment and a blend of traditional and digital management tools. This creates a cohesive social environment favorable to innovation, competitive strength, and sustainable development.