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Fish can't see water : how national culture can make or break your corporate strategy

Hammerich, Kai 1960- (Author). Lewis, Richard D. (Added Author).

Available copies

  • 1 of 1 copy available at Kirtland Community College.

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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 -

Record details

  • ISBN: 9781118608562 (cloth)
  • ISBN: 1118608569 (cloth)
  • ISBN: 9781118608531 (ebk)
  • ISBN: 1118608534 (ebk)
  • Physical Description: print
    xii, 296 pages : illustrations ; 25 cm
  • Publisher: Chichester, West Sussex : Wiley, 2013.

Content descriptions

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.
Subject: Corporate culture Cross-cultural studies
Organizational behavior Cross-cultural studies
National characteristics
Strategic planning
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