LEADER 05401nam 2200685 450 001 9910830332403321 005 20170816152304.0 010 $a1-119-20796-7 010 $a1-118-60854-2 010 $a1-118-60853-4 035 $a(CKB)2670000000502154 035 $a(EBL)1376945 035 $a(SSID)ssj0000981852 035 $a(PQKBManifestationID)11572358 035 $a(PQKBTitleCode)TC0000981852 035 $a(PQKBWorkID)10983991 035 $a(PQKB)10839732 035 $a(MiAaPQ)EBC1376945 035 $a(DLC) 2013016103 035 $a(CaSebORM)9781118608562 035 $a(EXLCZ)992670000000502154 100 $a20160414h20132013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aFish can't see water $ehow national culture can make or break your corporate strategy /$fKai Hammerich and Richard D. Lewis 205 $a1st edition 210 1$aChichester, England :$cWiley,$d2013. 210 4$d©2013 215 $a1 online resource (359 p.) 300 $aDescription based upon print version of record. 311 $a1-118-60856-9 320 $aIncludes bibliographical references and index. 327 $aCover; 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 influencers 327 $aThe 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 practices 327 $aDecoding 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 humility 327 $aCase 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 cultures 327 $aGolden 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 countries 327 $aChapter and book conclusion 330 $aHow 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, cultura 606 $aCorporate culture$vCross-cultural studies 606 $aOrganizational behavior$vCross-cultural studies 606 $aNational characteristics 606 $aStrategic planning 615 0$aCorporate culture 615 0$aOrganizational behavior 615 0$aNational characteristics. 615 0$aStrategic planning. 676 $a658.4012 700 $aHammerich$b Kai$f1960-$01615760 702 $aLewis$b Richard D. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910830332403321 996 $aFish can't see water$93946101 997 $aUNINA