Specificity of corporate culture formation in social sector organizations

The specifics of forming corporate culture in social sector organizations at the intersection of institutional-normative, value-motivational, and practical-managerial factors is studied. Based on the analysis of domestic and foreign studies, regulatory documents, and empirical cases of social services, corporate culture is conceptualized as a mechanism for institutionalizing the values of caring, social justice, and support for vulnerable groups of population. Institutional, value-oriented, and activity-based approaches are applied to describe the impact of the legal environment, the “moral core” of staff, and specific management practices on the cultural environment configuration. 

The key characteristics of corporate culture in social sector are high value load, dependence on the professional identity of employees, and integration of tools to support staff, prevent burnout, and ensure the quality of social services. It is shown that corporate culture in social sector ceases to act as a background context and turns into a managed resource that determines the employment sustainability, the trust of service recipients, and the effectiveness of organizational changes. 

The prospects for further research related to empirical verification of the proposed model, assessment of the effectiveness of specific cultural interventions, and comparative analysis of various types of social organizations are identified. The practical significance of the study lies in the possibility of using the identified parameters of corporate culture in diagnosing and designing staff development programs and modernizing management systems of social institutions.

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