**2.1 The theoretical basis for the research of corporate culture**

Works of scientists have served as a methodological framework of this research. There are several typologies of corporate cultures, for convenience's sake, each of them will be represented in a table. Depending on the influence of an organization's activity on the final result positive and negative corporate cultures are discerned, their salient features are outlined in **Table 1** [9].

Typologies of cultures can also base on corporate structure flexibility. Corporate culture typology according to Jeffrey Sonnenfeld [10] is outlined in **Table 2**.

Organizational psychologists and managers use different variants of corporate culture typology. For instance, an Irish expert on organizational psychology Charles Handy identifies the following types of corporate culture [11]:



#### **Table 1.**

*Positive and negative corporate cultures.*


#### **Table 2.**

*Corporate culture typology according to Jeffrey Sonnenfeld.*

One of the notable results of a strong corporate culture is low staff turnover thanks to the consensus among the staff on the mission and values of the organization [12].

Another important result is the improvement of the company's reputation among such stakeholders as shareholders, customers, suppliers, and the government.

Basing on the factors that influence corporate culture formation and development, it is analyzed through the "externalist" approach, where corporate culture establishment strongly depends on the national culture and is closely connected with the external environment, as well as through the "internalist" approach, where corporate culture is shaped in accordance with organizational culture.

The authors tried to study the experience of corporate culture formation in the largest corporations basing on generally accepted international standards. The biggest companies of the MIC were chosen as the research base.
