Proceedings of the International Conference on Economic Management and Green Development (ICEMGD 2018)

Empirical Study on the Path to Organizational Cultural Hegemony Construction

Authors
Zhong Yucai
Corresponding Author
Zhong Yucai
Available Online September 2018.
DOI
https://doi.org/10.2991/icemgd-18.2018.13How to use a DOI?
Keywords
organizational culture, cultural hegemony, policy quantification
Abstract
On the basis of Kathleen M. Eisenhardt’s case construction theory [1]and Huang Cui’s research methodology of quantification of policy documents[2], this paper takes the case of Huawei’s organizational cultural hegemony construction. And through analysis of the contents of and correlation among 241 norms of Huawei’s four internal normative documents with the widest use and the deepest influence, it discovers that Huawei’s organizational culture is efficiently constructed by absolute control over Huawei’s organization by the cultural hegemony subject, Huawei’s power structure, well-defined core values and strict information spreading control. This proves that power, power structure, cultural communication and information spreading of the cultural hegemony subject are major influence factors of constructing cultural hegemony.
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Proceedings
International Conference on Economic Management and Green Development (ICEMGD 2018)
Publication Date
September 2018
ISBN
978-94-6252-579-5
DOI
https://doi.org/10.2991/icemgd-18.2018.13How to use a DOI?
Open Access
This is an open access article distributed under the CC BY-NC license.

Cite this article

TY  - CONF
AU  - Zhong Yucai
PY  - 2018/09
DA  - 2018/09
TI  - Empirical Study on the Path to Organizational Cultural Hegemony Construction
BT  - International Conference on Economic Management and Green Development (ICEMGD 2018)
PB  - Atlantis Press
UR  - https://doi.org/10.2991/icemgd-18.2018.13
DO  - https://doi.org/10.2991/icemgd-18.2018.13
ID  - Yucai2018/09
ER  -