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	<title><![CDATA[corporate culture and finance Resources | BNET]]></title>
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		<title><![CDATA[Why the Profit Motive Corrupts Corporate Culture]]></title>
		<link><![CDATA[http://blogs.bnet.co.uk/sterling-performance/2009/01/28/why-the-profit-motive-corrupts-corporate-culture/]]></link>
		<description><![CDATA[You don't always achieve your goals by focusing on them directly. Sometimes a more indirect route is required to achieve success.    Last week I was working in the US and watched President Obama's inauguration with some American friends and colleagues. Obama didn't focus on economic statistics and...]]></description>
		<s:doctype><![CDATA[Blog posts]]></s:doctype>
		<pubDate>Wed, 28 Jan 2009 12:07:27 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/corporate+culture.html"><![CDATA[Corporate Culture]]></category>
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		<title><![CDATA[Changing Corporate Culture: No More "Pure Hearts and Empty Heads"]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=142360]]></link>
		<description><![CDATA[Money talks, or so the old saying goes, which may explain why the Securities and Exchange Commission has recently been meting out increasingly larger civil penalties for corporate malfeasance and accounting irregularities. But it?s not only the  SEC that wants to reach into the pockets of individuals accused of...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 09 Mar 2005 00:00:00 -0800</pubDate>
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		<title><![CDATA[Corporate Culture Can Break (Or Make) A Merger]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=93227]]></link>
		<description><![CDATA[One of the most important issues in contemplating a merger is the question of compatibility of corporate cultures of the proposed merging companies. Corporate culture defines the work systems and processes of the merged entity and, therefore, plays a major role in the merger activity. The paper examines this issue....]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Wed, 26 Sep 2001 00:00:00 -0700</pubDate>
		<category domain="http://resources.bnet.com/topic/corporate+culture.html"><![CDATA[Corporate Culture]]></category>
		<category domain="http://resources.bnet.com/topic/merger.html"><![CDATA[Merger]]></category>
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		<category domain="http://resources.bnet.com/topic/mergers+%2526+acquisitions.html"><![CDATA[Mergers & Acquisitions]]></category>
		<category domain="http://resources.bnet.com/topic/leadership.html"><![CDATA[Leadership]]></category>
		<category domain="http://resources.bnet.com/topic/investment.html"><![CDATA[Investment]]></category>
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		<category domain="http://resources.bnet.com/topic/management.html"><![CDATA[Management]]></category>
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		<title><![CDATA[Mergers and Corporate Culture]]></title>
		<link><![CDATA[http://jobfunctions.bnet.com/abstract.aspx?docid=57282]]></link>
		<description><![CDATA[It is widely recognized that cultural differences between the partners of a merger are one of the most common reasons for failure in mergers. This may happen during pre-merger negotiations or during post-merger integration. Despite all Due Diligence, the two partners of a merger fail to form a new successful...]]></description>
		<s:doctype><![CDATA[White papers]]></s:doctype>
		<pubDate>Mon, 01 Jan 2001 00:00:00 -0800</pubDate>
		<category domain="http://resources.bnet.com/topic/corporate+culture.html"><![CDATA[Corporate Culture]]></category>
		<category domain="http://resources.bnet.com/topic/merger.html"><![CDATA[Merger]]></category>
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