The Survival of Unique Corporate Cultures |
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Authors: | Gil S. Epstein Renana Lindner‐Pomerantz |
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Affiliation: | 1. Bar‐Ilan University, Ramat Gan, Israel;2. CReAM, London, UK;3. IZA, Bonn |
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Abstract: | In this paper we identify two situations that can lead a firm to hire an executive who supports a corporate culture that differs from the firm's current culture. In the first case, there is a similarity between the firm's culture and that of the candidate, and in the second case, executives who support the firm's culture constitute a minority of the available candidates. In both cases the firm prefers to hire an available candidate, rather than risk a prolonged vacancy. We show how these scenarios can lead to the eradication of unique cultures and to the perpetuation of more common cultures. Copyright © 2016 John Wiley & Sons, Ltd. |
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