The culture of an organization is one of the fundamental factors in the modern business environment. It evolves regarding the core values, mission, and goals of a particular brand, and serves as the aspect that differentiates firms. Moreover, the importance of the given phenomenon is evidenced by the fact that organizational culture can be viewed as a vital component of the competitive advantage needed for companies to continue their growth. There are multiple cases when skillful and experienced employees are attracted by the beneficial climate within an organization and start cooperating with it. Clients and potential partners can also be influenced by the organizational culture and accept specific decisions to engage in partnership with a certain firm. In such a way, this element should be viewed as the basis for the creation of companies and the formation of their unique identity, patterns for cooperation with communities, and new projects. The given report delves into the organizational cultures of Twitter and LinkedIn and their comparison with the primary goal to demonstrate the critical significance of this factor and improve understanding of its role in the modern business environment.
Justification of Choice
Several factors justify the choice of organizations for the comparison. First of all, both Twitter and LinkedIn represent the most innovative trends in the modern world. These companies rely on the use of digital technologies and offer clients multiple ways to cooperate by using social media, which is one of the distinctive features of contemporary society. The second factor is the critical importance of organizational culture for these two firms. They were created as small organizations by enthusiasts interested in specific technologies and emerging trends. However, due to the unusual vision of the brand’s future and distinct organizational culture, the companies managed to evolve and transform into giant multinational corporations with the stable income and the ability to impact the modern world, functioning of different companies, and provide people with opportunities to launch their own projects. For this reason, the analysis of these two firms can contribute to the improved vision of the scope of the analyzed issue and its contribution to the evolution of brands. Moreover, the paper focuses on text instead of images on the report as images of indexes, companies’ statistics, and sizes are not relevant for discussing the aspect of culture.
LinkedIn is one of the modern famous online platforms for communication, cooperation, and information exchange. It is a business and employment-oriented online service that operates via websites and mobile apps (“About us,” n.d.). The company was founded in December 2002, by Reid Hoffman and other team members, and in 2003, due to the effective strategy and the successful orientation on the target audience and market niche, the brand reached 1 million users (“About us,” n.d.). In 2007, the number of people using LinkedIn reached about 10 million individuals, which evidenced the brand’s extremely successful course, and its ability to cultivate unique organizational culture, vital for the growth (Iqbal, 2020). The brand’s mission and vision also contribute to its fast development:
- Create economic opportunity for every member of the global workforce (“About us,” n.d.).
- Connect the world’s professionals to make them more productive and successful (“About us,” n.d.)
The brand’s success was also preconditioned by the cultivation of core values that shaped the organizational culture of the company and increased the effectiveness of employees. These included the followed statements:
- Members first.
- Relationships matter.
- Be open, honest, and constructive.
- Demand excellence.
- Take intelligent risks.
- Act like an owner (“About us,” n.d.)
In such a way, LinkedIn is an example of how the wise approach to the brand’s identity and uniqueness contributes to the achievement of specific goals and the ability to cooperate with clients and partners at different levels.
Twitter is another example of the company that managed to succeed because of the use of existing opportunities, state of the market, and utilization of relevant innovations welcomed by clients across the world. It is a microblogging and social networking that provides clients with an opportunity to post and exchange messages, that are also known as “tweets” (“Twitter,” n.d.). The company was founded in 2006 by Jack Dorsey, Noah Glass, Biz Stone, and Evan Williams as an attempt to use a certain kind of SMS service to communicate with a small group and exchange data (“Twitter,” n.d.). However, the idea was successful, and in 2012 more than 100 million users posted millions of tweets every day. The given service also preconditioned the emergence of a specific subculture presupposing using Twitter as the platform for sharing ideas, communicating, and chatting.
The unusual and creative nature of the firm is expressed in its mission and vision:
- Twitter believes that every thought has the power to impact the world.
- To give everyone the power to create and share ideas and information instantly without barriers. (“Our culture. Me. We,” n.d.)
In such a way, Twitter focuses on the idea of creating a free and global conversation that will help individuals to share their views and ideas, and, at the same time, remain informed about the latest trends and tendencies. The corporate culture of Twitter also boosts the following values:
- Grow our business in a way that makes us proud.
- Recognize that passion and personality matter.
- Communicate fearlessly to build trust.
- Defend and respect the user’s voice.
- Reach every person on the planet.
- Innovate through experimentation.
- Seek diverse perspectives.
- Be rigorous. Get it right. (“Core values. Twitter,” n.d.)
In such a way, similar to LinkedIn, Twitter can be viewed as a company that managed to transform from a low-size startup into a significant multinational corporation impacting cooperation between individuals and businesses in different ways.
Office Design
Comparing the companies and their cultures, it is vital to speak about physical artifacts, communication patterns, leadership, and general situation. For instance, revolving about Twitter, there is no standardized approach to office design. Positioning itself as a creative brand, the company also follows diversity in designing its working areas. Each office is a unique product that reflects the core values of the firm. The office size is big, so people can work in spacious areas and enjoy much light and air (Rice, 2020). The design is futuristic and combines some innovative solutions with unusual elements of décor. For instance, there are experiments with windows’ size and their location to create the image of a big and unconventional area. The logo of the brand, the blue bird, can be seen in different places and rooms, and it always reminds about the company (Rice, 2020). In such a way, Twitter’s offices are characterized by the high level of creativity, and the existence of unusual elements of design that emphasize the nature of the brand.
LinkedIn’s offices are also characterized by an unusual approach to design. The location is spacious and light, which means that employees will not suffer from additional pressure or other negative factors. At the same time, the brand tries to create an environment that will inspire people to design some unusual approaches or solutions. For this reason, the office design rests on the idea of creativity, diversity, and inclusion (LinkedIn, 2017). All rooms are different as similar to Twitter, there is no standardized approach that is applied to all areas. LinkedIn also considers open zones part of their office for people to acquire an opportunity to relax and decrease the level of their stress. In such a way, the physical artifacts of LinkedIn are similar to those used by Twitter, and it can be explained by the focus on the concepts of uniqueness and specific vision (LinkedIn, 2017). The design of working areas reflect the culture of organizations and, at the same time, help to promote it among new members who acquire their improved understanding of this concept at the first gaze at offices.
Technologies
Another important part of the organizational culture is the attitude to technologies and their integration in the working process of a firm. Speaking about Twitter and LinkedIn, this aspect is the core of their functioning as the companies emerged and evolved as the response to the fast-evolving technologies providing people with an opportunity to communicate using the Internet. That is why any office of Twitter can be described as an extremely innovative place rich in various devices and unusual solutions. For instance, there are three cafeterias in the brand’s office that serve different meals to clients regarding their preferences (Rice, 2020). The unique aspect is that they use local products, including plants and vegetables grown in the cupboard-style garden located in the office (Rice, 2020). It evidences the focus on green technologies, including the highly innovative nature of the brand. In general, all employees have limitless access to all devices they might need to perform their everyday tasks and achieve high levels of effectiveness.
LinkedIn offices are also characterized by the integration of technologies and their availability to individuals who work there. For instance, there is also limitless access to innovative devices needed to boost performance and solve tasks that emerge every day. However, technologies are also used for entertaining purposes. Correctly realizing the importance of recreation, the brand organizes rest zones with various devices that can be used to switch attention and have some rest (LinkedIn, 2017). In general, a common LinkedIn office can be described as a highly innovative area with the integration of technologies needed to emphasize the creativity of the firm and its focus on meeting clients’ needs by using all available devices and unusual solutions. The adherence to this design and strategy comes from the idea that as one of the leaders of the sphere of social communications and media, LinkedIn has to preserve its status and demonstrate its employees the readiness to utilize all technologies that are available at the moment to achieve success.
Equipment
Moreover, both Twitter and LinkedIn use diverse equipment that is expected to improve the quality of employees’ lives. For instance, their offices include gyms that help workers to remain in good shape and care for their health. As far as there is a link between the physical state of an individual and his/her productivity and motivation levels, the brands try to create the atmosphere beneficial for their specialists. Moreover, there are outside areas for games and cooperation equipped with different devices needed to have fun and reduce the level of tiredness and stress that might accumulate because of the complexity of tasks employees have to accomplish (Rice, 2020). Finally, there are also other areas equipped to provide people with an opportunity to spend their time in the most effective ways (LinkedIn, 2017). In such a way, the offices of both compared brands have different technologies necessary for the preservation of high levels of concentration. It is achieved due to the existing opportunities to switch attention and engage in another activity. At the same time, to create a beneficial and innovative atmosphere, the brands have to monitor the current level of innovativeness and utilize unusual solutions to inspire workers and make them work hard to attain success.
Dress Code
The next element of the organizational culture is the dress code. The given aspect is traditionally linked to a working discipline or the need to create a team spirit and promote the feeling of belongingness to a distinct culture. As for Twitter, there is no strict dress code in its offices. The company cultivates the ideas of freedom and creativity, which means that people are not limited in their choices and solutions (“Our culture. Me. We,” n.d.). For this reason, employees that work in the office can wear any clothes they want, if they do not hurt others feelings or violate some ethical rules. It means that individuals can enjoy the high level of comfort that comes from the opportunity to wear favorite things and, at the same time, they do not feel stress because of the existence of a severe dress code (“Our culture. Me. We,” n.d.). The given approach also cultivates diversity, as Twitter realizes the fact that all people are different and have their own preferences. The attempt to limit their freedom might have a negative impact on creativity and results.
For LinkedIn, a similar approach can be observed. Being one of the most innovative companies in the modern business world, the brand adheres to the ideas of creativity and freedom. For this reason, it avoids introducing strict limits for its workers as it might have a pernicious impact on their functioning and outcomes. For this reason, in the office of the company, one can see people wearing different clothes and styles, regarding their preferences. The company’s CEO believes that this method will help to make people feel more comfortable and, at the same time, do not feel the pressure that is traditionally associated with working in other firms’ offices (LinkedIn, 2017). In such a way, similarities in the perspectives on the dress code peculiar to Twitter and LinkedIn reflect their unique corporate cultures. The companies boost creativity and view it as one of the major factors needed to attain success. For this reason, they do not limit employees in their choices and decisions regarding clothes.
Rewarding
Rewarding practices are also vital for building organizational culture and the brand’s identity. They also serve as the major motivating tool as they guarantee that workers will be encouraged to work hard to achieve success and get benefits provided by the company. For this reason, Twitter introduces rewards for the most innovative workers. The most creative and innovative projects offered by employees are selected and highlighted to demonstrate their importance to the brand and its development (Blazejewski, 2018). Specialists or teams responsible for their creation can be promoted or provided with specific benefits that will improve their status and increase motivation levels. In general, Twitter focuses its rewarding practices on cultivating creativity among its workers and the establishment of fair and ethical competition between individuals working in the organization as the method to motivate them (“Our culture. Me. We,” n.d.). It results in the emergence of specific organizational culture that affects all workers and demonstrates them the importance of their achievement and contribution.
LinkedIn also pays much attention to rewarding employees’ performance. Being a brand that is focused on the provision of new opportunities for specialists from different parts of the globe, the company recognizes the significance of the given element. It introduces an effective paradigm presupposing that workers who offer innovative solutions to exiting issues or propose effective changes into processes might count for promotion or provision with specific benefits that will make their positions stronger (LinkedIn, 2017). Additionally, LinkedIn welcomes creativity among its workers, encouraging them to create their projects that can be integrated with the functioning of the organization and contribute to the improvement of its effectiveness. Due to the utilization of the given approach, individuals working for LinkedIn know that their efforts will be appreciated and are highly motivated to work hard to create new visions. The effectiveness of the given method is evidenced by the fact that LinkedIn, as well as Twitter, remain among the cohort of corporations attractive for specialists and can select from the rich pool of individuals ready to cooperate with the brands.
Social Interactions, Language, Tone
Analyzing Twitter and LinkedIn and their organizational cultures, it is vital to touch upon the interaction between employees, relations within the collective, and language that is spoken in the office as these factors reflect the identity of the brand. Interviewing a LinkedIn employee, it is possible to collect information about the current atmosphere in the company. The central idea emphasized by this person is that all people like coming to work and cooperating. They feel as a big family, which is achieved by the company’s efforts to cultivate a special culture and environment. All workers can communicate informally and share different ideas, discuss them, and engage in debates related to some innovative solutions. At the same time, there is a very strong community centered around the concept of creativity and the need to promote their company and help it to evolve.
The informal atmosphere and friendly relations between all employees can also be considered a result of the existence of multiple recreational and entertainment opportunities introduced by LinkedIn. For instance, during their free hours, all individuals can spend time in team games on the fresh air using the equipment provided by the brand (Durruthy, 2018). Moreover, they can discuss something enjoying the meal in the cafeteria or chatting in specific rest areas. The given environment has a positive impact on the climate within the organization. As it becomes clear from the interview, specialists do not have a fear of communicating some other workers and, on the contrary, they feel free to ask for advice or discuss some problematic ideas with others. The informal tone and the absence of strict hierarchy promote this paradigm and result in the appearance of the unique corporate culture peculiar to LinkedIn.
Social interactions within the company can be linked to the informal atmosphere within a company. The employees consider themselves a part of the family, which means that they are free to interact with each other in different situations. Moreover, the focus on inclusion and promotion of diversity means that the representatives of different religions, cultures, and races feel comfortable and do not face any stereotypical or racial issues (“Our culture,” n.d.) The company guarantees that all its workers, regardless of their peculiarities, will benefit from the tolerant and diverse atmosphere. For this reason, social interactions within the company rest on the ideas of diversity, loyalty to the brand, and friendly relations (Durruthy, 2018). The focus on these values helps the company to support its unusual corporate culture and, at the same time, promote creativity among its workers, which is one of the basic goals at the moment. The existence of opportunities for free interaction helps employees to eliminate barriers that might deteriorate interaction between them and avoid the feeling of awkwardness, which is vital for results.
Speaking about Twitter, the company also accepts the informal tone and the limitless cooperation and communication between its workers. The brand adheres to ideas of multiculturalism and diversity as two basic elements of its culture. For this reason, it encourages employees to communicate and informally share their visions. Twitter assumes that transformation, integrity, collaboration, and humor are the pillars that bring all workers together and contribute to the establishment of the atmosphere beneficial for the attainment of success in the future (“Our culture. Me. We,” n.d.). For this reason, the firm, similar to LinkedIn, is focused on the elimination of barriers in communication and provision of all workers with the chance to engage in cooperation with other members of a team. Specialists working in Twitter’s office admit only positive feelings that are associated with going to work (“Our culture. Me. We,” n.d.). The most advantageous fact is the absence of any pressure and friendly relations with a significant number of colleagues. It helps to avoid stress and demonstrate better performance.
The informal atmosphere is achieved by the unusual design of areas, focus on creativity, free dress code, and multiple opportunities for cooperation. Workers can communicate in different zones and share their experiences or problems. Additionally, there are some play areas where they can have a rest and spend some time together. This approach helps to avoid too formal communication and ensure that there are no barriers between employees at different levels. Moreover, Twitter does not have a strict hierarchy, which means that there is no additional pressure. For this reason, workers have an opportunity to communicate freely and share their visions even if they might seem irrelevant or too extraordinary at the moment (“Our culture. Me. We,” n.d.). Interviews with the employees show that this practice remains popular among all team members and is considered one of the advantages of working in Twitter (“Our culture. Me. We,” n.d.). People are attracted by the opportunity to avoid routine peculiar to other offices and companies and have a chance to remain creative in all their projects.
The factors mentioned above form specific patterns of social interactions. Similar to the LinkedIn approach, Twitter also devotes much attention to promoting cooperation between workers outside the office as the key to improved performance and enhanced understanding between each other. For instance, there are friendly competitions in outdoor games organized by the firm using its equipment. The majority of specialists state that they appreciate these activities and are always eager to join them (Rice, 2020). These help to switch from hard work demands concentration to activities that help to refresh and decrease the level of tiredness. In such a way, social interactions within Twitter are characterized by the absence of tension and barriers that might make the cooperation more complicated or sophisticated. It means that the organizational culture of the firm cultivates a friendly and creative atmosphere that also becomes a part of the unique brand identity. It also serves as the basis for the further growth of the corporation and the appearance of new innovative solutions that will help to generate a competitive advantage.
Leadership and Impact on Culture
Leadership is a fundamental component of organizational culture as it is linked to the brand’s identity and, at the same time, is employed to cultivate values vital for the brand. For instance, Jack Dorsey, Twitter CEO, can be viewed as an example of a leader that meets the firm’s requirements and contributes to its evolution. This leadership style utilizes visionary skills and a steadfast demeanor to help navigate change, manage chaos, and distribute tasks effectively (Miles, 2018). He can also be viewed as a creative leader with the transformational style that is linked to the exiting organizational structure and helps to inspire workers and guarantee high levels of their effectiveness. Dorsey is also a skilled manager who correctly realizes the current trends and selects the direction for development (Miles, 2018). In such a way, it can be considered an example of a leader who acts regarding the existing culture and understands the vision of the brand.
Jeff Weiner is a LinkedIn CEO who also correctly realizes the current position of the organization and its primary focus. He is sure that the culture, mission, and values of an organization are the fundament for its further evolution, for this reason, a leader’s main task is to align the functioning of the company in the way that will help to cultivate these aspects (“MoS episode transcript,” n.d.). His style is characterized by transparency and creativity, as well as there are also elements of compassionate management vital to inspire employees (“MoS episode transcript,” n.d.). Analyzing his vision and approaches, it is possible to conclude that the existence of such a leader is preconditioned by the unique organizational culture that provides Weiner with opportunities and resources to implement his strategies and ensure that the brand will evolve in accordance with its goals and missions.
Both Dorsey and Weiner play critical roles in the functioning of their companies, and their contribution shapes the work of Twitter and LinkedIn. The existing managerial literature accepts the fact that leaders possess a unique power to shape the culture of organizations and their evolution. For this reason, it is critically important to ensure that they correctly realize the existing tasks and can accomplish them within the relevant paradigm. For instance, Dorsey’s transformational style, along with his creativity and the ability to adapt to different situations, becomes necessary for shaping culture within Twitter and demonstrating employees that creativity and the unique vision are necessary (Miles, 2018). He encourages innovative solutions and attempts to find new approaches to vital tasks that can help to attract new clients or make some steps easier. In such a way, Dorsey’s management is an essential component of organizational culture as it helps to promote and shape it.
Weiner’s vision is also critical for LinkedIn as it helps to company to adhere to the course selected by it and remain popular among clients and specialists. Accepting the significance of organizational culture, he aligns his solutions with the given component to ensure that the brand’s interests will not be disregarded. However, at the same time, Weiner’s contribution shapes the company in a specific way. For instance, his strategic solutions and the approach to working with individuals within the company encourage people to share their visions and be more creative in their thinking, which is topical for the development of the brand’s identity. Additionally, trying to define the most important element of the company’s culture, he wants to promote it, which helps to shape the existing approaches and move towards the long and short term goals regarding the current paradigm.
Shared Behavior, Artifacts
In such a way, the data acquired from the analysis shows that both Twitter and LinkedIn have unique corporate cultures focused on cultivating specific behaviors in their workers. As a result of this strategy, the firms are characterized by the existence of shared behaviors and specific artifacts topical for collectives. For instance, the central paradigm in Twitter presupposes that free social interactions, absence of bureaucracy, informal tone, and the feeling of belongingness should become the shared behaviors vital for the further development of the brand and its becoming dominant in the sphere (“Our culture. Me. We,” n.d.). At the same time, the idea of a family and friendly relations between colleagues becomes a specific artifact of behavior that should be vital for all individuals and helps new ones to understand the existing atmosphere and its critical importance for the brand’s identity.
In LinkedIn, the situation is similar, which can be explained by the fact that both companies operate within the same sector. It is characterized by fierce rivalry and, at the same time, the need for innovativeness as the central element of competitive advantage. For this reason, both these brands are focused on cultivating unusual shared behaviors. For LinkedIn, creativity and openness are vital for all specialists as they should feel free to communicate and express their visions. LinkedIn also establishes such artifacts of behavior as the absence of limits for cooperation, openness, and close relations between colleagues ((“Our culture,” n.d.). It helps to achieve topical goals and remain competitive within a selected sphere. Additionally, leadership styles are integrated into these core behaviors and serve as the facilitators of achievement and critical thinking. It means that LinkedIn benefits from its brand identity and organizational culture.
Twitter and LinkedIn in Saudi Arabia
Twitter and LinkedIn recognize the importance of fast-growing regions as the strategically important locations for their growth. That is why both brands try to improve their presents in the Middle East, which shows the high speed of economic growth and improvement in the quality of life. Saudi Arabia is in the sphere of the firms’ interests as it might guarantee new clients and partners for cooperation. For instance, Twitter, as a social media platform, is popular in Kingdom Saudi Arabia (KSA), with about 30% of all users in the region from this country (Lama, 2019). It means that the brand might benefit from high advertising revenue in the country and the existence of multiple potential partners (Lama, 2019). At the same time, there are attempts to increase the brand’s presence in the region as its values and culture remain unclear for Saudi society. It introduces the need for specific strategies that should be implemented by the brand to popularize the idea of Twitter and its unique identity among locals and become integrated into the culture.
LinkedIn also has a significant number of users in the region that estimates about 3.4 million individuals (Lama, 2019). At the moment, the platform is more popular than Twitter because its nature is more understandable for local people, and it offers multiple education opportunities for users (Lama, 2019). They can benefit from workshops related to different areas of employment and skill training programs important for future careers (Iqbal, 2020). As a result, LinkedIn can be associated with numerous business hubs in KSA as they continue to evolve and face the need to attract new clients. At the same time, there are still strategies designed specifically for this region to clarify the culture of the organization and guarantee the people will be able to join the community. The success of LinkedIn can also be explained by its focus on the provision of opportunities for cooperation between companies and employees, which remains more attractive than entertainment for local users.
Response to COVID-19 Pandemic
Response to topical trends and organizations’ actions regarding some relevant issues are also a vital part of the culture. For this reason, it is vital to compare Twitter and LinkedIn response to COVID-19 pandemic that became one of the most important events this year. Speaking about Twitter, it remains one of the most popular global platforms for sharing information and news. At the same time, the company emphasizes the fact that it views social concerns as necessary ones and emphasizes its readiness to promote the health of communities (Gadde & Derella, 2020). For this reason, Twitter plays an active role in struggling against the pandemic by focusing the attention of all its users and organizations on the existing recommendations for safety and guidelines to avoid being infected (Gadde & Derella, 2020). The brand provides its own employees and other companies with an opportunity to work remotely and minimize threats. This decision is a vital element of the company’s culture as it demonstrates the high level of sustainability and readiness to cooperate with people to guarantee safety. In such a way, during the COVID-19 pandemic, Twitter became one of the facilitators of strategic change in the work of organizations as it provided them with an opportunity to work using social media and avoiding unnecessary contacts. The brand also cared for its own employees as they were provided with a chance to work from home, which became vital for the preservation of their health status. It helps the company to improve its reputation and remain one of the forces to struggle with the disease.
LinkedIn has a different strategy regarding the response to COVID-19, which can be explained by the nature of the company. The platform is focused on promoting improved cooperation between the workforce and helping people to find good opportunities for their professional and personal development. The current pandemics resulted in the growth of unemployment rates and the emergence of the critical need for new ways to earn money. In such a way, LinkedIn became a resource that supported recruitment ideas and helped to spread them. Additionally, it posted educational content and outlined new opportunities to find jobs for specialists who experienced challenges because of the coronavirus and its negative impact on the state of economies (“Coronavirus / COVID-19 Articles,” n.d.). In such a way, as against Twitter, LinkedIn became the platform for people looking for opportunities to recover from the damage caused by the disease and improve their financial status. Moreover, the company devoted significant attention to explaining how the work of other firms can be aligned by using innovative technologies to minimize the risk of being infected. For this reason, LinkedIn response to COVID-19 can be considered an effective way to cooperate with users and help them to avoid the critical deterioration of their status.
Conclusion
Altogether, having compared these two brands, it is possible to conclude that their cultures are vital for their success and evolution. Having started as small startups, they managed to evolve into giant and influential corporations. Multiple similarities in cultures are explained by the brand’s vision, identity, and the highly innovative nature of the sector where they operate. While LinkedIn focuses on spreading knowledge, positive culture, and job empowerment, Twitter is more concerned with social interactions, sharing information, and entertaining people. These factors precondition the existence of differences between corporate cultures.
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