05401nam 2200685 450 991083033240332120170816152304.01-119-20796-71-118-60854-21-118-60853-4(CKB)2670000000502154(EBL)1376945(SSID)ssj0000981852(PQKBManifestationID)11572358(PQKBTitleCode)TC0000981852(PQKBWorkID)10983991(PQKB)10839732(MiAaPQ)EBC1376945(DLC) 2013016103(CaSebORM)9781118608562(EXLCZ)99267000000050215420160414h20132013 uy 0engur|n|---|||||txtccrFish can't see water how national culture can make or break your corporate strategy /Kai Hammerich and Richard D. Lewis1st editionChichester, England :Wiley,2013.©20131 online resource (359 p.)Description based upon print version of record.1-118-60856-9 Includes bibliographical references and index.Cover; Endorsements; Title page; Copyright page; Preface; Acknowledgements; 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 hit; "Global" companies; Summary; A brief chapter overview; Part I: Developing the Cultural Dynamic Model®; 1: 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 influencersThe three levels of cultureThe time lag of culture and cultural agility as a competitive advantage; Chapter summary; 2: The Lewis Model - Setting the Scene; Linear-active cultures; Multi-active cultures; Reactive cultures; Getting things done; 3: Nation-State Traits and how they affect Corporate Cultures in Seven Countries; The United States; Sweden; France; Japan; Italy; Germany; Great Britain; 4: The Cultural Dynamic Model® and the Austin Motors Case; Introduction; The static cultural dynamic model® - bringing it all together; Work practicesDecoding observed behaviours and vision statementsMission 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; Chapter closing; Part II: Cases: The Lifecycle of a Company from Innovation to Consolidation; 5: The Embryonic Period; Values embedded during the early years: Apple, Microsoft and Dell; Traits that enable success over the business cycles; Case study: Nokia; Case study: KONE - agility and humilityCase study: Walmart - an American business tackling foreign marketsChapter close - preview the growth period; 6: The Growth Period; The product line expansion stage; The scale and efficiency phase; Case study: Sony versus Samsung Electronics; Chapter close; 7: 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); 8: Whither the West; Whither the West; Golden rules for dealing with reactive culturesGolden rules for dealing with multi-active cultures9: 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; Chapter closing; 10: 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 countriesChapter and book conclusionHow national culture impacts organizational culture-and business success Using extensive case studies of successful global corporations, this book explores the impact of national culture on the corporate strategy and its execution, and through this ultimately business success-or failure. It does not argue that different cultures lead to different business results, but that all cultures impact organizations in ways both positive and negative, depending on the business cycle, the particular business, and the particular strategies being pursued. Depending on all of these factors, culturaCorporate cultureCross-cultural studiesOrganizational behaviorCross-cultural studiesNational characteristicsStrategic planningCorporate cultureOrganizational behaviorNational characteristics.Strategic planning.658.4012Hammerich Kai1960-1615760Lewis Richard D.MiAaPQMiAaPQMiAaPQBOOK9910830332403321Fish can't see water3946101UNINA