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How 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, cultural dynamics can either enable or derail performance. But recognizing those cultural factors is difficult for business leaders; like everyone else, they too can be blind to the culture of which they are a part.
The book offers managers and leaders eight recommendations for recognizing those cultural factors that negatively impact performance, as well as those that can be harnessed to encourage superior performance. With real case studies from companies in Asia, Europe, and the United States, this book offers a truly global approach to organizational culture.
Ideal for managers, business leaders, and board members, as well as business school students
A welcome response to the flat-Earth fad that argues we're all alike, this book offers a nuanced and practical view of cultural differentiators and how they can enable or derail business performance.
Auteur
Kai Hammerich, MBA (Kellogg Business School with Distinction), MSc. is Danish and an international leadership and talent consultant with Korn Ferry, living in London. He has been nominated by Business Week as one of the most influential headhunters worldwide. He advises boards and leadership teams of global corporations on talent, succession and cross cultural transformations that accelerate corporate performance.
Richard D. Lewis is a well renowned British linguist who created Richard Lewis Communications - a language school for executives as well as a company that advises on cross-cultural issues facing business executives. Richard has written a number of books including the bestselling When Cultures Collide.
Résumé
How national culture impacts organizational cultureand 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 successor 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, cultural dynamics can either enable or derail performance. But recognizing those cultural factors is difficult for business leaders; like everyone else, they too can be blind to the culture of which they are a part.
The book offers managers and leaders eight recommendations for recognizing those cultural factors that negatively impact performance, as well as those that can be harnessed to encourage superior performance. With real case studies from companies in Asia, Europe, and the United States, this book offers a truly global approach to organizational culture.
Contenu
Preface xiii
Acknowledgements xv
Introduction 1
What is "culture"? 4
The water that we couldn't see when analyzing culture 6
The long-term view: corporate lifecycles and corporate culture 9
The innovation phase 10
The geographic expansion 10
Product-line expansion 11
Efficiency and scale focus 11
Consolidation 12
Interruptions of the lifecycle - when the crisis hit 13
"Global" companies 15
Summary 17
A brief chapter overview 19
Part I Developing the Cultural Dynamic Model® 23
1 Corporate Culture, Strategy and Business Results 25
What is corporate culture? 26
The three levels of culture 26
How leaders embed their values, beliefs and assumptions early on 28
Reinforced by the daily work practices in the mature organization 28
The six dimensions of corporate culture 29
Corporate culture and strategy: the cultural dynamic model® 30
Results come from work that gets done: "the work practices" 31
Work practices influenced by 31
The water people don't see: the national influencers 41
The three levels of culture 44
The time lag of culture and cultural agility as a competitive advantage 45
Chapter summary 47
2 The Lewis Model - Setting the Scene 49
Linear-active cultures 57
Multi-active cultures 58
Reactive cultures 60
Getting things done 64
3 Nation-State Traits and how they affect Corporate Cultures in Seven Countries 69
The United States 70
Key nation-state traits 70
Historical background 70
Expression of nation-state traits within corporate culture 71
Potential advantages/disadvantages of US nation-state traits 73
Summary 76
Sweden 77
Key nation-state traits 77
Historical background 77
Expression of nation-state traits within corporate culture 78
Potential advantages/disadvantages of Swedish national traits 79
Summary 80
France 80
Key nation-state traits 80
Historical background 81
Expression of nation-state traits within corporate culture 81
Potential advantages/disadvantages of French national traits 82
Summary 83
Japan 84
Key nation-state traits 84
Historical background 84
Expression of nation-state traits within corporate culture 85
Potential advantages/disadvantages of Japanese national traits 86
Summary 90
Italy 90
Key nation-state traits 90
Historical background 90
Expression of nation-state traits within corporate culture 91
Potential advantages/disadvantages of Italian national traits 94
Summary 94
Germany 95
Key nation-state traits 95
Historical background 95
Expression of nation-state traits within corporate culture 95
Potential advantages/disadvantages of German national traits 96
Summary 98
Great Britain 98
Key nation-state traits 98
Historical background 98
Expression of nation-state traits within corporate culture 99
Potential advantages/disadvantages of British national traits 100
Summary 102
4 The Cultural Dynamic Model® and the Austin Motors Case 105
Introduction 105
The static cultural dynamic model® - bringing it all together 106
The embedded values and beliefs from the business realities and the national culture 106
Work practices 108
Organizational structure and hierarchy (formal and informal) 108
Decision-making processes 110
Organizational skills and capabilities 110
Workflow processes 112
The performance management, reward and co…