The hallmarks of a high-performance corporate culture include
A. a deep commitment to pioneering new best practices, a preference for being a fast-follower as opposed to a first-mover or late-mover, and across-the-board bonuses for all personnel when the company meets or beats stretch objectives.
B. a strong emphasis on teamwork, strict enforcement of company policies and procedures, and incentive compensation for all employees aligned with a balanced scorecard approach to measuring performance.
C. a deep commitment to top-notch quality and superior customer service, dedicated use of TQM and/or Six Sigma quality control programs, and the payment of big performance bonuses and stock options.
D. a "can-do" spirit, pride in doing things right, no-excuses accountability, and a pervasive results-oriented work climate where people go the extra mile to meet or beat stretch objectives.
E. a deep commitment to employee training, unusually attractive fringe benefit packages for company personnel, and frequently revised and updated values and ethics statements.

The correct answer is D. a "can-do" spirit, pride in doing things right, no-excuses accountability, and a pervasive results-oriented work climate where people go the extra mile to meet or beat stretch objectives.

Explanation:

A true high performance organizational culture is the basis of innovation. Culture inspires people to go beyond their tasks, to take risks, to experiment and to make good decisions even when there is no one to control them.

Next, we tell you what are the 2 main characteristics of a high performance organizational culture:

Each culture is unique. Some organizations have a strong personality; a powerful essence derived from a deep heritage. Others, such as Netflix or Google, have created their own hallmark. The combination of values, character, and beliefs generate deep empathy among employees, making their work more meaningful and rewarding.
Even so, they all encourage a set of similar behaviors; Although there are different corporate “personalities”, all these promote similar behavior patterns. The people within these organizations are passionate about success; They are oriented to continue growing, focus on their customers and their competition, rather than internal policies. They think as owners and have a tendency to act in different situations. They build work teams encouraging collaboration and always open to change, essential characteristics for innovation.

Developing and maintaining this type of culture is a challenge, but it is possible; Leadership is key in this regard. A cultural change cannot be made without the leaders themselves adopting the behavior and values they wish to generate in the new culture. The most effective way to transmit it, is that they constantly have direct contact with the team, especially with key people who believe in culture and have an important weight within the organization, since they will be responsible for transmitting it to others. They are not afraid of the need to make changes to support the new culture, and constantly check that performance continues to remain high, as the culture progresses and evolves.