PEER-REVIEWED ARTICLE bioresources.com Lorincová et al. (2020). “Wood corporate culture,” BioResources 15(2), 3320-3343. 3320 Defining the Differences in Corporate Culture in Wood- processing and Forest Enterprises Silvia Lorincová, a Katarína Stachová, b Zdenko Stacho, b Zuzana Joniaková, c Jana Blštáková, c Martina Lipoldová, a and Miloš Hitka a, * Corporate culture represents a personality of a company. Suitable corporate culture should be a summary of behavior and action of the company as a whole and its individual employees on their way to achieving the strategic goals of the company. Using the Organizational Culture Assessment Instrument methodology, the corporate culture on a sample of 1,114 respondents in wood-processing and forest enterprises in Slovakia is defined and compared. The hypothesis that there were statistically significant differences between wood-processing and forest enterprises in individual components of corporate culture is confirmed in the paper. The differences in the perception of corporate culture in the area of organizational leadership and criteria of success can be considered the research output. In the area of organizational leadership, there are significant differences in the respondents’ opinions. In the area of criteria of success, employees of the wood-processing enterprises preferred the success of these companies based on the development of human resources and teamwork. There were no significant differences in the area of overall corporate culture. Both groups of employees preferred clan corporate culture. Keywords: Corporate culture; Wood processing enterprises; Forest enterprises; OCAI; t-test Contact information: a: Technical University in Zvolen, T. G. Masaryka 24, 960 53 Zvolen, Slovakia; b: Institute of Civil Society, University of St. Cyril and Methodius, Trnava 917 01, Slovakia; c: Department of Management, Faculty of Business Management, University of Economics in Bratislava, Dolnozemská cesta 1, 852 35 Bratislava, Slovakia; *Corresponding author: hitka@tuzvo.sk INTRODUCTION The continuing economic intensification of globalization motivates enterprises to create strategies that can help them to succeed in a hyper-competitive environment (Lizbetinova 2014; Kucharciková et al. 2015; Musová 2015; Nedeliakova and Panak 2015; Poliačiková 2015; Bartuška et al. 2016a, b; Ližbetin et al. 2016; Nedeliakova et al. 2016; Potkany et al. 2016; Lizbetinova 2017; Nemec et al. 2017; Oblak et al. 2017; Zaborova et al. 2017; Jenco et al. 2018; Loucanova et al. 2018; Nyvlt 2018; Anyakoha 2019; Horváth and Hollósy 2019; Kohnová et al. 2019; Nyuur et al. 2020). Therefore, focusing on performance is crucial in an effort to survive. In this context, the corporate culture represents a major element of business management, which is supported by existing studies (Ogbonna and Harris 2000; Škerlavaj et al. 2011; Rezaei et al. 2016; Mullakhmetov et al. 2019; Vlaicu et al. 2019) and has a significant impact on their performance. An overview of actual literature associated with the corporate culture is given in this paper. Corporate culture represents a personality of a company; suitable corporate culture should be a summary of behavior and action of both the company as a whole and its