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Fish can't see water : how national culture can make or break your corporate strategy / / Kai Hammerich and Richard D. Lewis
| Fish can't see water : how national culture can make or break your corporate strategy / / Kai Hammerich and Richard D. Lewis |
| Autore | Hammerich Kai <1960-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester, England : , : Wiley, , 2013 |
| Descrizione fisica | 1 online resource (359 p.) |
| Disciplina | 658.4012 |
| Soggetto topico |
Corporate culture
Organizational behavior National characteristics Strategic planning |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-119-20796-7
1-118-60854-2 1-118-60853-4 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 influencers
The 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 Decoding 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 Case 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 Golden 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 Chapter and book conclusion |
| Record Nr. | UNINA-9910140320703321 |
Hammerich Kai <1960->
|
||
| Chichester, England : , : Wiley, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Fish can't see water : how national culture can make or break your corporate strategy / / Kai Hammerich and Richard D. Lewis
| Fish can't see water : how national culture can make or break your corporate strategy / / Kai Hammerich and Richard D. Lewis |
| Autore | Hammerich Kai <1960-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester, England : , : Wiley, , 2013 |
| Descrizione fisica | 1 online resource (359 p.) |
| Disciplina | 658.4012 |
| Soggetto topico |
Corporate culture
Organizational behavior National characteristics Strategic planning |
| ISBN |
1-119-20796-7
1-118-60854-2 1-118-60853-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 influencers
The 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 Decoding 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 Case 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 Golden 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 Chapter and book conclusion |
| Record Nr. | UNINA-9910830332403321 |
|
Hammerich Kai <1960->
|
||
| Chichester, England : , : Wiley, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||