LEADER 04024nam 2200601 a 450 001 9910790035303321 005 20200520144314.0 010 $a0-8047-7754-3 024 7 $a10.1515/9780804777544 035 $a(CKB)2670000000092529 035 $a(EBL)692447 035 $a(OCoLC)726734851 035 $a(SSID)ssj0000521737 035 $a(PQKBManifestationID)12212506 035 $a(PQKBTitleCode)TC0000521737 035 $a(PQKBWorkID)10522765 035 $a(PQKB)10822081 035 $a(DE-B1597)564258 035 $a(DE-B1597)9780804777544 035 $a(Au-PeEL)EBL692447 035 $a(CaPaEBR)ebr10470176 035 $a(OCoLC)1178769646 035 $a(MiAaPQ)EBC692447 035 $a(PPN)236068695 035 $a(EXLCZ)992670000000092529 100 $a20100923d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCorporate culture$b[electronic resource] $ethe ultimate strategic asset /$fEric G. Flamholtz and Yvonne Randle 210 $aStanford, Calif. $cStanford Business Books$d2011 215 $a1 online resource (261 p.) 300 $aDescription based upon print version of record. 311 $a0-8047-6364-X 320 $aIncludes bibliographical references and index. 327 $aCorporate culture : the invisible asset -- A framework for culture management. Part I -- A framework for culture management. Part II -- Managing the customer orientation dimension of culture -- Managing the people orientation dimension of culture -- Managing the performance standards/accountability dimension of culture -- Managing the innovation and change dimension of culture -- Managing the "company process orientation" dimension of culture -- The dark side of corporate culture -- Leading culture management and culture "transformations." 330 $aOrganizational culture is a quiet, but driving, influence on our perception of a company, whether as a consumer or as an employee. For instance, we know Southwest Airlines as laid back and friendly. We think of Google as innovative. To almost every well-known company we can assign a character. It is now well recognized that corporate culture has a significant impact on organizational health and performance. Yet, the concept of corporate culture and culture management is too often tantalizingly elusive. In this book, Flamholtz and Randle define culture, identifying and explaining the five key dimensions that determine it: a customer orientation; a people orientation; a process orientation; strong standards of performance and accountability; innovation and openness to change. They explain why culture is a critical factor in organizational success and failure?a key determinant of financial performance. Then, they provide a theoretically sound, highly practical, and field-tested method for managing corporate culture?presenting a set of international and domestic cases that show how actual companies have leveraged culture as the ultimate source of sustainable competitive advantage. In addition to well-known companies such as Starbucks, Ritz-Carlton, American Express, IBM, and Toyota, the text presents lesser known culture stars, such as Smartmatic and Infogix. While other titles on culture have focused too heavily on the organization as a psychological being, or on academic studies of culture as a business lever, Corporate Culture draws on empirics to present a go-to, must-read guide for leveraging corporate culture as a source of competitive advantage and as a means of impacting the bottom line. 606 $aCorporate culture 606 $aIndustrial management 615 0$aCorporate culture. 615 0$aIndustrial management. 676 $a658.4 700 $aFlamholtz$b Eric$0557324 701 $aRandle$b Yvonne$01541782 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910790035303321 996 $aCorporate culture$93794149 997 $aUNINA