La Cultura Corporativa en la gestión de las empresas automovilísticas en España

Francisco Llorente-Galera, Ramón Martos-Calpena

Resumen


El objetivo del artículo es conocer si los OEM y sus proveedores tienen declaración escrita de la cultura corporativa, y en caso afirmativo si contemplan determinados stakeholers y valores, la difunden entre sus empleados, es origen para fijar objetivos y metas, incorporan objetivos económicos y no económicos, se realizan determinadas prácticas de gestión de los recursos humanos, disponen certificaciones ISO, y si se relacionan con su entorno social. Se analiza la intensidad de asociación bivariante entre cier tos ítems y aplicando el anàlisis Homals, la asociación múltiple, sobre cuyos puntos objeto, obtener una tipología de empresas con el análisis cluster.

Palabras clave: automóvil, cultura corporativa, gestión, España


Corporate culture in managing automobile companies in Spain


Abstract: This paper collects in the first part a review of the literature about corporate culture, collecting its definition, importance, and what some authors say on subsequent items to be included in the empirical part. The aim of this article is found on the Spanish automobile industry, individually and jointly, certain aspects of the organizational culture. In the empirical part it is analyzed for a sample of OEMs and their direct suppliers if companies submit written statement Corporate Culture, if they incorporate explictly determined values (transparency, fairness, honesty, respect, teamwork, continuous improvement, customer focus, creativity / innovation), which stakeholders are considered, as corporate culture circulated among employees, whether it is the source for setting objectives and targets, if they have ISO 9001:2000, ISO 14001, ISO 16494 certifications, systems of participation, teamwork and recognition of people related to continuous improvement and achievement of its goals and objectives, the possible aplication of some systems of developing, training and promotion of personnel, to have a systematic for reconciling work and family life, gender equality plan, profit sharing , ownership and if companies with organizational culture relate to the social environment. Joint relative frequencies of pairs of items and the marginal frequencies are obtained, and the confidence intervals of the items or modality considered are determined. We analyzed relation between to have organizational culture declared and have certain management practices, the association between mission, vision and values respect other items. It is verified that most companies incorporate the mission, vision and values are often at least as stakeholders the shareholders, customers and employees, declared as values teamwork, continuous improvement, customer focus and creativity / innovation though less honesty and fairness. Corporate culture declared, serves as a reference for setting goals and purposes, almost all who have it. Generally the spread at least with posters, leaflets and training, climate surveys conducted regularly, and incorporate environmental objectives and social environment. In contrast, a minority, few do involve employees in their benefits or offer them ownership, incorporated systematic reconciliation work and family life, gender equality plan, and its relationship with the social environment is reduced. We examines whether there association are significative between having declared in culture Mission, Vision and Values and the declaration considers the diverse stakeholders, regarding the rest of the items considered and the intensity thereof is obtained. It also analyzes the intensity of association between the different values considered, which is significant, and whether some of these values are associated with certain items, to see if it is giving a practical application of these values in certain fields. Transversal teams and improvement teams are widely used, but not consistent with the value incorporate teamwork and continuous improvement. The analysis gives homals relationships of more than two qualitative variables and reduce the dimensionality by incorporating measures of discrimination as the Declaration of corporate culture at least the shareholders, customers and employees, a set of values, norms ISO 16949 +14000, ISO 9001 +14000, community center or facilities available to employees, co-ownership, a system for reconciling work and family life, and less cooperation with the University to give training and R & D. The cluster of points object analysis provides a typology of companies, constituting 7 groups, which differ according to the presence or absence of measures of discrimination.

Keywords: automobile, corporate culture, management, Spain

Palabras clave


automóvil; cultura corporativa; gestión; España

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DOI: https://doi.org/10.37610/dyo.v0i53.450

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