Abstract: this article discusses the concept of “corporate culture” as a tool for the development of an organization. Corporate culture is a relatively young concept that has been studied for the past two centuries. However, this aspect of corporate culture, such as its impact on the competitiveness and efficiency of the organization through its transformation towards the didgital model, including the individualization of personnel in times of instability and crisis situations, has not been studied in practice. Over the past 10 years, corporate culture has taken a course to improve the efficiency and competitiveness of enterprises. The phenomenon of “corporate culture” includes a set of provisions that are adopted by the company’s staff and management, which further provides guidelines for their work. A “strong” corporate culture affects the company’s position in the market, economic stability, motivation, staff turnover, and the success of its interaction with customers and business partners. In turn, a “weak” corporate culture exacerbates negative aspects in the company, especially in unstable situations.
This study examines the typology, types, models of corporate culture and their relevance in the era of the fourth industrial revolution. The practical significance of the study is that we prove the inefficiency and inferiority of some typologies based on the estimates of world experts.
Keywords: corporate culture, turquoise organizations, holacracy, bureaucracy, meritocracy, personnel management, industrial revolution