Fish can't see water : how national culture can make or break your corporate strategy
- 1 of 1 copy available at Kirtland Community College.
0 current holds with 1 total copy.
|Location||Call Number / Copy Notes||Barcode||Shelving Location||Status||Due Date|
|Kirtland Community College Library||HD 58.7 .H366 2013||30775305470719||General Collection||Available||-|
- ISBN: 9781118608562 (cloth)
- ISBN: 1118608569 (cloth)
- ISBN: 9781118608531 (ebk)
- ISBN: 1118608534 (ebk)
xii, 296 pages : illustrations ; 25 cm
- Publisher: Chichester, West Sussex : Wiley, 2013.
|Bibliography, etc. Note:||Includes bibliographical references (pages 287-288) and index.|
|Formatted Contents 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.|
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|Subject:||Corporate culture Cross-cultural studies
Organizational behavior Cross-cultural studies