# Corporate culture

`kaal:entity:corporate-culture`

**Status.** derived

This node is assembled mechanically from the 7 claims that carry the concept tag `corporate-culture`. It is a roster of what the corpus says under this term. It is **not** an adjudicated definition: no single statement here has been ruled canonical, and no first-appearance call has been made. Read the claims and judge for yourself.

## Every claim under this term

7 claims across 4 works, 2012 to 2018.

**2012**

- [1998455-030](https://wulfkaal.github.io/claims/1998455-030) [mechanism/argued] *(failure mode)* -- Under strong institutional and cultural forces, decision makers in financial institutions tend to compartmentalize their lives and disconnect their moral reasoning from their conduct in the workplace, so that even a leader with strong personal values can engage in questionable conduct.
  > Influenced by strong institutional and cultural forces, deci- sion makers may have a tendency to compartmentalize their lives and disconnect their moral reasoning from their actions in the workplace.
  Wulf A. Kaal, Initial Reflections on the Possible Application of Contingent Capital in Corporate Governance (2012). SSRN: https://ssrn.com/abstract=1998455

**2017**

- [2922176-002](https://wulfkaal.github.io/claims/2922176-002) [mechanism/asserted] -- Algorithms substitute for human middlemen inside firms, and this substitution is what produces flatter, unmediated organizations in which the best idea, rather than hierarchical position, prevails.
  > Indeed, algorithms replace middlemen, leading to flatter, unmediated organizations in which a best-idea-wins culture prevails.
  Mark Fenwick, Wulf A. Kaal, Erik P. M. Vermeulen, The ‘Unmediated’ and ‘Tech-Driven’ Corporate Governance of Today's Winning Companies (2017). SSRN: https://ssrn.com/abstract=2922176
- [2922176-005](https://wulfkaal.github.io/claims/2922176-005) [failure/argued] *(failure mode)* -- In companies that concentrate on established products, the executives who understand innovation and consumer experience, the very people responsible for the firm's initial success, are pushed to the margins of core decision making.
  > innovation and consumer experience — i.e., those individuals responsible for the initial success of a company and best placed to deliver relevancy — often find themselves marginalized from core decision-making processes in companies that focus on established products.
  Mark Fenwick, Wulf A. Kaal, Erik P. M. Vermeulen, The ‘Unmediated’ and ‘Tech-Driven’ Corporate Governance of Today's Winning Companies (2017). SSRN: https://ssrn.com/abstract=2922176
- [2922176-009](https://wulfkaal.github.io/claims/2922176-009) [failure/argued] *(failure mode)* -- Top-down corporate governance reform measures rarely, if ever, produce genuine change in the governance or culture of firms, and are commonly met with indifference, skepticism, or hostility from management.
  > In practice, top- down corporate governance reform measures rarely, if ever, result in a genuine change in the governance and culture of firms.
  Mark Fenwick, Wulf A. Kaal, Erik P. M. Vermeulen, The ‘Unmediated’ and ‘Tech-Driven’ Corporate Governance of Today's Winning Companies (2017). SSRN: https://ssrn.com/abstract=2922176
- [2922176-027](https://wulfkaal.github.io/claims/2922176-027) [failure/argued] *(failure mode)* -- Centralized, hierarchical environments do not value honesty and reward good news only, so nobody wants to carry bad news upward, and problems are therefore detected late.
  > Honesty is often not valued in a centralized, hierarchical environment. In the heavily mediated and redacted corporate world, the focus is on "good news only." Nobody wants to be the messenger delivering bad news. This attitude often results in the late detection of issues and implications.
  Mark Fenwick, Wulf A. Kaal, Erik P. M. Vermeulen, The ‘Unmediated’ and ‘Tech-Driven’ Corporate Governance of Today's Winning Companies (2017). SSRN: https://ssrn.com/abstract=2922176
- [3071378-022](https://wulfkaal.github.io/claims/3071378-022) [mechanism/argued] -- The clone syndrome, meaning companies' desire to hire people similar to the existing workforce, causes minority underrepresentation and makes it difficult for minorities and women to break into jobs predominantly held by white men.
  > The clone syndrome,75 e.g. companies desire to hire people that are similar to the existing work- force, can lead to minority underrepresentation in corporations.76 The clone syndrome makes it difficult for a minority and women to break into a job predominantly held by white men.
  Wulf A. Kaal, Blockchain Technology and Race in Corporate America (2017). SSRN: https://ssrn.com/abstract=3071378

**2018**

- [3227933-041](https://wulfkaal.github.io/claims/3227933-041) [mechanism/argued] -- Firms that embed new technology into every aspect of their organization and governance build an open, unmediated, tech-driven culture that gives them a competitive advantage in attracting talent, raising capital, finding partners and remaining relevant in hyper-competitive global markets.
  > Such an unmediated and tech-driven culture will give them a competitive advantage in attracting talent, raising capital, finding suitable partners and, perhaps most importantly, in remaining relevant in today's hyper-competitive global markets.
  Mark Fenwick, Wulf A. Kaal, Erik P.M. Vermeulen, Why 'Blockchain' Will Disrupt Corporate Organizations (2018). SSRN: https://ssrn.com/abstract=3227933

## Verify

Every claim above resolves to a record carrying a verbatim source quote, the sha256 of the source PDF, and a preformatted citation. Nothing here asks to be taken on trust.

    curl -s https://wulfkaal.github.io/entities/corporate-culture.md | sha256sum

**Canonical form.** This markdown file is the canonical hashed representation of this entity node. Its sha256 is the content hash.