Fish Can′t See Water: How National Culture Can Make or Break Your Corporate StrategyDe (autor) Kai Hammerich, Richard D. Lewis
en Limba Engleză Carte Hardback – 23 Aug 2013
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.
- Offers a fresh approach to the effects of national culture on organizational culture that is applicable to any country in any region
- Based on case studies of such companies as Toyota, Samsung, General Motors, Nokia, Walmart, Kone and British Leyland
- It describes the origins and nature of the most common corporate crisis and how culture impacts the response to such a crisis
- 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.
Dimensiuni: 176 x 246 x 23 mm
Greutate: 0.70 kg
Locul publicării: Chichester, United Kingdom
Public țintăInternational executives and consultants in corporate culture
Business leaders, casual business book readers and College/University students, with an interest in understanding how to enhance the performance of a global business, whether large or small.
Philosophically, the book is in the ′the world is round′ camp and has a strong heritage link to Ed Schein′s original work on corporate culture. The book strives to be positioned as an entertaining business book and is targeted at both business students, with the aim to be included in the curriculum, as well as the more casual business reader. As such, it sits somewhere between In Search of Excellence , and Thomas Friedmann s The world is Flat .
Experts from academia and management consulting, who have read the draft, have commented that the book may help revive the corporate culture area, which has been somewhat dormant for the past 15 years. The authors new focus on the influence of national culture on performance, combined with the new concept of enabling and derailing cultural dynamics, may help explain why American authors on the subject have found it difficult to identify a simple link between culture and performance (Kotter, Waterman, Collins, etc.). Most of the cases in the books they have written are American in Collins Built to Last 17 out of 18 cases are American, and the 18th Japanese case quite weak. In contrast the more academically–minded European authors on the subject have had less focus on company performance (Hofstede and Trompenaars), instead focusing on scientifically identifying the commonalties (Dimensions) of culture. They thereby implicitly disregard the deeply steeped unique cultural differences in companies coming from different nations that lead to differences in performance and unique cultural dynamics.
In the book proposed here there are multiple cases from Asia (Samsung, Sony and Toyota) and Europe (Nokia, FLSmidth, Austin Motor Company (UK) and General von Moltke (Germany). There are shorter cases from the US (GM and P&G) as well as multiple references to well–known American companies.