Developing communication strategy that is strong enough so that cultural identity of the organization can be maintained is becoming a great challenge for many global organizations. Despite this, the organizations are still flexible enough to changing along with the needs of the business that are under constant changes and its workforce’s diversification. As several studies in the management of literature has stated concerning ALITALIA as an outstanding example that displays a strong culture which unifies all its federation of companies globally (Linnenluecke and Griffiths, pg. 357).
The close link between human resource practices and the corporate values is the fundamental reason that enables ALITALIA Company has been able to maintain its cultural identity. The human resource management system of ALITALIA Company is in full support of any effort made by the corporate to ensure that the cultural identity of the company is maintained while the company’s cultural values and beliefs act as the sole source of inspiration for the human resources and the development of the organizational roles and responsibilities. Human resource theory and practices are crucial and play a role in an organizational cohesive cultural system. The changes seen in today’s business environment globally have contributed to the increasing emphasis that is put on the employees to be part of a vital competitive advantage of any successful company.
Despite the fact that the company’s culture is becoming a popular idea in the corporate field, its terminology, as well as its conceptualization is still poorly defined. This terminology variation results partly from the theoretical framework differences that are grounded in different studies. In business literature, the most term that is accepted is the culture of an organization, corporate culture and the culture of the work. Organizational cultures and corporate cultures are terms that are used interchangeably using similar general