Aligning organizational subcultures for competitive advantage: a strategic change approachAuthor: Hopkins, Willie E. ; Hopkins, Shirley A. ; Mallette, Paul Series: New perspectives in organizational learning, performance, and change Publisher: Basic Books, 2005.Language: EnglishDescription: 226 p. ; 22 cm.ISBN: 0465030939Type of document: BookBibliography/Index: Includes bibliographical references and index
|Item type||Current location||Collection||Call number||Status||Date due||Barcode||Item holds|
|Europe Campus Main Collection||
HD6953 .H66 2005
Includes bibliographical references and index
Aligning Organizational Subcultures for Competitive Advantage A Strategic Change Approach Contents Acknowledgments Preface xi xiii 1 Introduction Sources of Competitive Advantage, 1 The Case for Corporate Culture, 2 Corporate Culture and Values Commitment, 4 The Role of Organizational Subcultures, 5 The Alignment Imperative, 7 Organizational Types, 8 Individual Types, 9 The Strategic Change Approach, 10 Preview of Conceptual Chapters, 13 1 2 What is Corporate Culture? The Values Dimension, 18 The Identity Dimension, 24 The Behavioral Dimension, 26 The Cultural Network, 31 Corporate Culture versus Corporate Climate, 31 Chapter Summary and Conclusions, 32 15 viii n Contents 3 Corporate Culture and Performance Organizational Performance, 36 Strategy, Performance, and Corporate Culture, 40 Corporate Culture and Strategy Implementation, 44 The Role of Values Commitment, 51 Chapter Summary and Conclusions, 52 35 4 Occupational Subcultures What Are Technology-Intensive Organizations? 55 Technical and Nontechnical Workers, 56 Technical and Nontechnical Subcultures, 57 Aligned or Misaligned? 58 Misalignment Determinants, 60 Strategy Implications, 61 Performance Implications, 62 Chapter Summary and Conclusions, 63 53 5 Ethnic and Racial Subcultures International Value Systems, 67 American Value Systems, 75 Chapter Summary and Conclusions, 79 65 6 Gender and Generational Subcultures Gender Differences in the Workplace, 82 Generational Types, 87 Chapter Summary and Conclusions, 94 81 7 Diagnosing Corporate Culture Alignment Prediagnostic Preparations, 98 Diagnostic Approaches, 99 Pros and Cons of the Three Diagnostic Approaches, 111 Chapter Summary and Conclusions, 113 97 8 Assessing Strategic Vision What Vision Is Not, 118 What Vision Is and Why It Is Important, 122 115 Contents n ix The Visioning Process, 127 How to Kill a Vision, 130 Chapter Summary and Conclusions, 133 9 Confirming Corporate Values Subculture Constraints on Corporate Values, 136 The Concept of Hypervalues, 137 Signs of Trouble in a Weak Corporate Culture, 139 Understanding the Corporate Culture-Values Link, 140 Core Values--More than Words, 144 Types of Values, 146 Determining Core Values, 149 Chapter Summary and Conclusions, 150 135 10 Communicating Vision and Values Techniques for Communicating Vision and Values, 154 Modifying Communication Techniques for Organizational Subcultures, 162 Chapter Summary and Conclusions, 170 153 11 Building Commitment to Vision and Values Barriers to Organizational Change, 172 The Role of Leadership, 176 Gaining Commitment and Making It Stick, 181 Chapter Summary and Conclusions, 189 171 12 Maintaining Subculture Alignment Incorporate Change into Your Corporate Culture, 191 Provide Effective Change Leadership, 192 Strengthen the Cultural Network, 193 Hone and Apply Various Skills, 194 Build Integrity into the Process, 196 A Final Review, 197 Notes Index 191 201 217
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