Li Ning
ABSTRACT
This study analyzed the implementation of corporate culture-building strategies at JMC Corporation and proposed improvement plans. A total of 305 participants, primarily male, aged 31-40, and mostly general staff with 6-10 years of service, were involved. The majority held bachelor’s degrees and worked in the production department. The results indicated that JMC Corporation has implemented corporate culture strategies extensively across systemic, material, behavioral, and spiritual dimensions, with behavioral culture showing the highest level of implementation. Gender, position, and department did not significantly influence the implementation of these strategies; however, age significantly impacted material, system, and behavioral culture implementation. Education level influenced perceptions of material culture, and years of service affected the implementation of spiritual culture. Participants reported high levels of engagement and satisfaction with the corporate culture-building process, though satisfaction was significantly influenced only by age. Challenges were identified in the use of digital tools, ensuring system fairness, and fostering innovation. Based on these findings, a comprehensive improvement plan was proposed to enhance corporate culture strategies, address identified challenges and support sustainable development at JMC Corporation.
Keywords: Corporate culture, strategy implementation, employee engagement, satisfaction, sustainable development