ORGANIZATIONAL CULTURE AND INVOLVEMENT OF MANAGEMENT AND EMPLOYEES IN A HIGH-TECH COMPANY (RESEARCH ON THE EXPERIENCE OF A KNOWLEDGE-INTENSIVE BUSINESS ENTERPRISE)

The article presents the results of a study of the involvement of managers and employees in a Russian high-tech company. The features of organizational culture, its role and significant characteristics that contribute to increasing employee loyalty and engagement are shown. These characteristics are indicators of the effectiveness of organizational culture and a positive work environment. The role of organizational culture in the success of a company has been confirmed by global research, but, nevertheless, there are very few studies of the organizational culture of high-tech enterprises in world practice. The authors rely on classical and modern works on organizational culture and the phenomenon of engagement by domestic and foreign authors. The empirical basis is a study of managers and engineering and technical staff of a Tomsk high-tech company (big business) with a combination of quantitative and qualitative methods. The work focuses on the study of the image of the organization that exists in the minds of employees, the general atmosphere, culture, loyalty and employee engagement. The authors propose concepts that make it possible to concretize the concept of engagement and present typologies of managers and employees. Strict separation of the active position of employees into "supportive engagement" and "developing engagement" can give an understanding of what and how to deal with the leaders of the culture being created. In the first case, it is possible to work on setting global goals and defining a mission, working with values; in the second, on developing a dialogue space with other equal-minded colleagues, forming working groups structuring the company's mission, forming a future image, etc. Narratives about managers at different levels should strengthen a common "mythology", unite in common intentions, create a mission "from below." In general, the study demonstrates once again that the mission and purpose of the company, culture should be integrated not only into the formal structures and practices of the organization. If an organization is metaphorically considered as an integral human body, then it becomes obvious that its image, meanings and values, "mythology" determine a lot and create the basis for harmonious development both within the company and in its interaction with the outside world.