| Before I formally start my writing here, there is | | | | precepts, guidelines, rules, etc, and corporate identity. |
| something we should take into consideration, and it's | | | | Corporate Culture influence the Corporate identity this |
| the fact we have to see the firm as an institution not | | | | influence the Corporate Brand these three sections |
| as a mere "company" or "firm" that generate profits, | | | | represent the self-portrayal of the firm here the main |
| Americans use the "Corporation" term instead of the | | | | thing is the efficient corporate value systems used by |
| "Institution" term, it is the same. | | | | the members of it. These three main sections influence |
| We also have to focus on 4 main things on the | | | | the corporate image and corporate reputation which is |
| "company", one is: the company per se, its surrounding | | | | already the perception of the firm either by the |
| and its competitiveness, we have to remember the | | | | shareholders, stakeholders or any other external group. |
| strategic vision it has to be related to the corporate | | | | So the secret of the corporation is the correct value |
| dimension, and this strategic vision has to be related to | | | | systems in the external level, the value system is too |
| its entrepreneurship philosophy and its organizational | | | | close related to the Corporate Philosophy and the |
| culture, we have to differentiate these two concepts, | | | | Corporate Culture both has to take into account |
| the entrepreneurship philosophy it is mainly related to its | | | | behaviours and institutional criterions, seen this way |
| institutional dimension and its organizational culture is | | | | therefore this builds the entrepreneurship philosophy |
| mainly related to its human resource dimension, these | | | | which will create the corporate principles and this |
| two main sections are what makes the "corporation" | | | | therefore will influence on the creation of the vision and |
| per se, this is the corporate efficiency. In the other | | | | mission same as realization of them among the |
| hand, after this here it comes the Strategic | | | | members or staff, that will also increase internal and |
| Management which is all what has to do with the | | | | external shareholders same as stakeholders value. |
| economic / technical dimension effectiveness, after this | | | | A good director is a very important requisite for this be |
| it comes what is called the organizational system, can | | | | undertaken at a low coordination costs and in a short |
| see in this, the processes this goes from the mid | | | | time of course, a good CEO will be in charge of |
| management sections of the firm to the staff in the | | | | becoming a promoter of this entrepreneurship |
| lower part, and the corporate organization, here we | | | | philosophy and will have to spread it all over the |
| can see the corporate dimension. | | | | organization and at the same to create |
| We have to reduce coordination costs between the | | | | entrepreneurship philosophy network system which will |
| firm or the company seen as a corporation now, the | | | | be in charge of multiplying this new approach among |
| external corporate image dimension and the | | | | the members and of course the use of technology |
| management or direction culture, reducing coordination | | | | could be helpful for this. |
| costs means clear identification of values and | | | | |