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Fish can't see water : how national culture can make or break your corporate strategy /
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 t...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Chichester, West Sussex :
John Wiley & Sons Ltd.,
[2013]
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- 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 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.