Corporate culture is largely influenced by national culture and sustained by corporate leadership
So many civilisations exist today; all rich with individual cultural heritage and each, distinct with unique features, characteristics, and value systems. Therefore it holds that countries have their individual and distinct cultures which are unique and which apply to them. Consequently, these cultures get infiltrated and remodelled to form part of the culture of organizations as well as influences the decision making behaviour of the corporate leadership system or process.
Geert Hofstede, considers that ‘Culture is the collective programming of the mind distinguishing the members of one group or category of people from others’. It could be seen a range of values and meanings shared among individuals and entities belonging to a group, body or category.
National culture is regarded as shared meanings, [conscious or unconscious] promoted among people existing within or originating from a country or state and is therefore regarded as the basic value system measure from which organizational values and corporate culture [which is understood as the belief systems or set of values shared that governs behaviours and attitudes within a corporate organization or entity] is developed.
A company's corporate leadership (which is constituted of the top executives who govern its operations and plot its strategies for the future,) therefore has the responsibility to uphold this value system not just within the organisation, but even at the national or global level.
Culture has 3 different levels that affect its constituents. These are: Artefacts, Values, and Assumptions. Of these cultures, the level of values is the core of culture because it includes value systems that are ingrained into the behaviour patterns as opposed to others like the artefacts that are mostly physical and