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Corporate boards and executives continuously strive to identify
and manage the key drivers of corporate performance. Corporate
culture, which until recently was rarely identified as one of these
drivers, is now viewed as an essential area to monitor. In
particular, in light of a spate of corporate scandals generated by
executive misconduct and systemic risk-taking that negatively
impacted company performance, pressure has been mounting on boards
and management to conduct a closer review of cultural
indicators.
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