Author:
Hammerich, Kai, 1960-
Imprint:Chichester, West Sussex : Wiley, 2013.
Descriptionxii, 296 pages : illustrations ; 25 cm
Note:Introduction : What is "culture"? ; The water that we couldn't see when analyzing culture ; The long-term view: corporate lifecycles and corporate culture ; Interruptions of the lifecycle: when the crisis hits ; "Global" companies -- Part I. Developing the Cultural Dynamic Model : Corporate culture, strategy and business results : What is corporate culture? ; Corporate culture and strategy: the Cultural Dynamic Model ; The water people don't see: the national influences ; The three levels of culture ; The time lag of culture and cultural agility as a competitive advantage -- The Lewis model: setting the scene : Linear-active cultures ; Multi-active cultures ; Reactive cultures ; Getting things done -- Nation-state traits and how they affect corporate cultures in seven countries : The United States ; Sweden ; France ; Japan ; Italy ; Germany ; Great Britain -- The Cultural Dynamic Model and the Austin Motors case : The static Cultural Dynamic Model : bringing it all together ; Work practices ; Decoding observed behaviours and vision statements ; Mission and vision statements ; Identifying the values, assumptions and beliefs underpinning the "cultural universe" ; A cultural dynamic and the full Cultural Dynamic Model ; Case study: Austin Motors -- Part II. Cases: the lifecycle of a company from innovation to consolidation : The embryonic period : Values embedded during the early years: Apple, Microsoft and Dell ; Traits that enable success over the business cycle ; Case study: Nokia ; Case study: KONE: agility and humility ; Case study: Walmart: an American business tackling foreign markets -- The growth period : The product line expansion stage ; The scale and efficiency phase; Case study: Sony versus Samsung Electronics -- The maturity period : The consolidation phase ; Case study: Toyota ; Case study: FLSmidth ; Case study: P & G ; Key lessons from the eight cases -- Part III. The model in action (lessons for boards, managers and investors) : Whither the west : Golden rules for dealing with reactive cultures ; Golden rules for dealing with multi-active cultures -- The crisis : Strategy v. competition: being "outplayed" ; Problems in execution ; Disruption ; Success: the success crisis ; Time: if you don't move forwards you move backwards ; Change of leadership ; Navigating a transformation point ; Differing cultural performances in times of crisis -- Enhancing corporate performance in a multicultural world : Seeing the water that surrounds you ; Two recommendations to investors ; Two recommendations to boards ; Four recommendations to management ; Implications for countries.
Bibliography Note:Includes bibliographical references (pages 287-288) and index.
Note:Recommended in Resources for College Libraries
