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Stat'ya posvyaschena analizu razryva mezhdu deklariruemymi cennostyami kompanii i ee real'nymi operacionnymi praktikami. Na osnove sravnitel'nogo analiza keysov iz razlichnyh otrasley i istoricheskih periodov (katastrofa «Titanika», skandaly Volkswagen i Wells Fargo, uspeshnye strategii Johnson & Johnson, Toyota i Patagonia) vyyavlyayutsya sistemnye patterny. Issledovanie pokazyvaet, chto ustoychivost' organizacii opredelyaetsya ne provozglasheniem missii, a ee funkcional'noy rol'yu v prinyatii upravlencheskih resheniy. Klyuchevoy vyvod: kompanii, gde missiya sluzhit operacionnym fil'trom, demonstriruyut bol'shuyu ustoychivost' k krizisam po sravneniyu s temi, gde missiya ispol'zuetsya kak marketingovyy fasad.
This article analyzes the gap between a company's stated values and its actual operational practices. Systemic patterns are identified through a comparative analysis of case studies from various industries and historical periods (the Titanic disaster, the Volkswagen and Wells Fargo scandals, and the successful strategies of Johnson & Johnson, Toyota, and Patagonia). The study demonstrates that organizational resilience is determined not by the mission statement itself, but by its functional role in management decision-making.
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