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  2.  
  3. PEARSON (PEARSON)
  4.  
  5. Business
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  7. Unit 3 - Business decisions and strategy

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Summary Corporate Influences and Culture
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Describes corporate influences (corporate objectives, stakeholder perspectives, business ethics), corporate timescale, evidence based and subjective decision making, strong and weak corporate cultures, and Handy's corporate cultures (power, role, task, person)

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  • September 28, 2020
  • 3
  • 2019/2020
  • Summary

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Theme 3 Topic 10
Corporate Influences and Culture
Corporate Influences
 Factors that influence the objectives and strategies of a business.

Corporate Culture

The culture of an organisation can influence decision making

Google Sony
 Open culture – encourage risk taking  Formal
 Informal  Built around consensus
 Pleasing employees – motivation  Bureaucratic decision making
 Creative, flexible, innovative  Cautious – don’t like risk taking
 Encourages collaboration
Kraft/Cadbury Culture Cash
Kraft: Cadbury:
 Large conglomerate  Focused on good quality
 Wants growth/profits  Informal
 Corporate  Employee focused
 ‘Cut-throat’  Paternalistic

Stakeholder Perspective

Some corporations take a ‘shareholder approach’ when making business decisions. This means that the views
of shareholders influence decision making, whilst others are marginalised.

E.g. Tesco

Others take a ‘stakeholder approach’ – the views and needs of a wider range of stakeholders, such as
customers, employees, suppliers and the environment are considered when making strategic decisions.

E.g. John Lewis

Business Ethics

Corporations with a strong ethical stance are likely to make different decisions from those that have little
regard for ethics. For example, businesses with a strong sense of CSR are not likely to choose a course of action
that may threaten the environment, damage relations with local communities or upset the workforce.



Corporate Timescale
The outcome of decisions can have both a short and a long term impact on a company.

Long term decisions – those that affect the vision, mission and objectives of the company. They could have an
impact on the business in 5 or 10 years’ time.

Short term decisions – more tactical/operational in nature and are designed to achieve goals e.g. in 12
months’ time. Big businesses want to keep their shareholders happy.

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