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In this article, after laying the conceptual foundations of communication and corporate culture, we revise the disagreement on whether their role in their mutual relationship is a minor or a fundamental one. Then, we define “communication in corporate culture”, as the foundation of the communication‐culture system. Building on this idea, we suggest a model for organizational reinforcement. Finally, we define the basic patterns in order to strengthen and reinforce the proposed cycle.

Culture has a great influence on a firm's—or product's—life cycle and experience curve. Here's how.

This paper analyzes how public administration may improve the service it offers to citizens through a suitable organizational culture; for this purpose, it starts by studying the specific features of the culture of public administration. In this respect, it analyzes the existing taxonomies in public administration, the role of culture in these agencies and how a diagnosis of such culture is made. Then, it describes the problems of bureaucratic culture, typical of many public agencies, and briefly describes the features of a public service, citizen‐oriented culture. Finally, it proposes a specific methodology for the modification of a bureaucratic culture into a culture based on the notion of serving the citizen, together with an analysis of when modification is necessary.

The purpose of this paper is to analyse Information Systems outsourcing success, measuring the latter according to the satisfaction level achieved by users and taking into account three success factors: the role played by the client firm’s top management; the relationships between client and provider; and the degree of outsourcing.

A survey was carried out by means of a questionnaire answered by 398 large Spanish firms. Its results were examined using the partial least squares software and through the proposal of a structural equation model.

The conclusions reveal that the perceived benefits play a mediating role in outsourcing satisfaction and also that these benefits can be grouped together into three categories: strategic; economic; and technological ones.

The study identifies how some success factors will be more influent than others depending which type of benefits are ultimately sought with outsourcing.

This paper addresses the influence of information technology in human resources management (HRM) and specifically on training policy through the experience of a Spanish telecommunications firm, Telefonica. The characteristics of the training model designed by this firm to face new environments is considered and the technologies used, the key actions, the disadvantages and success factors are detected in trying to grow an E‐learning company. Success factors in training policy are identified. These include flexibility in time management for training; active participation by trainers; the establishment of control mechanisms that ensures training occurs; the creation of quality content; the promotion of interactive elements among trainers, students and with each other; the use of standardised and developed technologies and gradual implementation. Objectives of the company for the future are to maintain progress in the use of E‐learning as a way of adapting the training process to the new E‐business culture.

The use of online social networks has experienced a vertiginous increase in the last few years, and young people appear as the key players in this trend. Immersed, educated and raised in the middle of technology, the new student generation is one of digital natives. Instead, lecturers are digital immigrants, but the authors have the responsibility to turn a technology which can be a distraction into a teaching tool. Facebook is an example of Web 2.0 technology that owns a huge potential in the field of education. The purpose of this paper is to show the teaching experience with the Facebook social network in human resource management degree subjects, for the purpose of highlighting its strengths and weaknesses.

A survey was carried out among university students in order to reach the goal. A total of 191 students were asked to give their opinion about the use of Facebook in teaching, achieving 125 valid answers.

Facebook can positively impact on the performance of students, who are satisfied with the experience and think that the information obtained in Facebook can improve their training. More negative attitudes towards Facebook appeared among those students who had not used it.

The paper summarises the strengths and weaknesses of Facebook through a literature review and assesses them via a survey.

This paper analyzes the efforts made by the Telefonica Group (the main Spanish firm in the telecommunications sector) to evolve from a bureaucratic culture to another oriented towards total quality and the customer. The need for this change came as a result of the liberalization in the telecommunications sector in the early 1990s. Through an analysis of the internal documents generated in the process, and also by means of several interviews with executives and consultants who took part in the design and introduction of the change mentioned above, we study the validity and effectiveness of the steps taken. The methodology used by the firm was based on the “bubble‐like” (from one division to the whole organization) and “cascade‐like” (from the top management to the lowest levels) implementation systems, based on the support of strong training, communications and participation programmes.

Analyzes the improvements in organizational behaviour needed to maximize the efficiency of information systems (IS). For this purpose, studies the mutual relationships among information technologies (IT), IS and organizational culture. Then, focuses on how the organizational culture influences this specific process distinguishing between informatic culture and informational culture, the latter being the one allowing an adequate implementation and development of the IS. Finally, underlines the cultural consistency which the implementation of an IS requires. In order to do this, measures the degree of technical and financial feasibility of the IS regarding the quantitative and measurable effort an organization must make to implement it, together with the consistency of this system with the pre‐existing culture. When considering the need for a cultural change, argues that the best choice is a “bubble‐like” cultural implementation.

As a firm that supplies 41 countries and over 65 million clients, Spanish telecommunications operator Telefonica has a lot of staff to train. What is more, in a business climate where fewer and fewer organizations can promise life‐long employment, Telefonica has to keep staff interested, committed and motivated.

When Telefonica, the leading telecommunications operator in the Spanish and Portuguese‐speaking world, decided on root‐and‐branch reform of its employee training, it unsurprisingly opted to give a key role to information and communication technology.