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Success factor: corporate culture: developing a corporate culture for high performance and long-term competitiveness

Author: Sackmann, Sonja A. ; Stiftung, BertelsmannPublisher: Verlag Bertelsmann Stiftung, 2006.Language: EnglishDescription: 251 p. : Graphs/Ill. ; 24 cm.ISBN: 3892048789Type of document: BookBibliography/Index: Includes bibliographical references
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6953 .S335 2006
(Browse shelf)
900180825
Available 900180825
Total holds: 0

Includes bibliographical references

Digitized

Contents Success Factor Corporate Culture Success Factor Corporate Culture Preface .......................................................................... 13 Foreword to the German edition ............................................... 15 Acknowledgments ............................................................. 19 Author's preface to the English edition ........................................ 21 Part I Corporate culture and leadership-factors for corporate success ............... 1. Corporate culture: Fashion. fad or a critical factor for staying competitive? ..................... 1.1 What is corporate culture? ............................................. 1.2 What does corporate culture do? ...................................... 1.2.1 Reducing complexity ........................................... 1.2.2 Coordinating action ............................................ 1.2.3 Providing a source of meaning ................................. 1.2.4 Providing continuity ........................................... 1.3 Corporate culture and performance ................................... 1.4 What makes corporate culture critical for a firm's success?............ 1.5 Leadership behavior-a key determinant of corporate culture ......... 1.5.1 Top management's role in developing corporate culture ....... 1.5.2 Leaders-the representatives and multipliers of corporate culture ................................ Part I1 M n f l design. heedfirl practice: Exceptional examples of corporate culture idu .... 43 46 46 50 51 52 53 55 60 62 63 65 66 66 68 69 70 71 73 74 75 76 77 80 82 83 84 85 86 87 88 90 91 93 93 1. BMW Group ................................................................ 1.1 Company history-key influences ..................................... 1.2 Industry and business environment ................................... 1.3 Economic performance ................................................ 1.4 Corporate culture in action ............................................ 1.4.1 Goal orientation ............................................... 1.4.2 Social responsibility ............................................ 1.4.3 Beliefs, attitudes and values .................................... 1.4.4 Corporate governance .......................................... 1.4.5 Leadership behavior ........................................... 1.4.6 Entrepreneurial behavior ...................................... 1.4.7 Continuity of leadership ....................................... 1.4.8 Ability to adapt, innovate and integrate ........................ 1.4.9 Customer orientation .......................................... 1.4.10 Shareholder orientation ........................................ 2. Deutsche Lufthansa A ................................................... G . 2.1 Company history-key influences ..................................... 2.2 Industry and business environment ................................... 2.3 Economic performance ................................................ 2.4 Corporate culture in action ............................................ 2.4.1 Goal orientation ............................................... 2.4.2 Social responsibility ............................................ 2.4.3 Beliefs. attitudes and values .................................... 2.4.4 Corporate governance .......................................... 2.4.5 Leadership behavior ........................................... 2.4.6 Entrepreneurial behavior ...................................... 2.4.7 Continuity of leadership ....................................... 2.4.8 Ability to adapt. innovate and integrate ........................ 2.4.9 Customer orientation .......................................... 2.4.10 Shareholder orientation ........................................ 3. Grundfos A/S ............................................................... 3.1 Company history-key influences ..................................... 3.2 lndustry and business environment ................................... 3.3 Economic performance ................................................ 3.4 Corporate culture in action ............................................ 94 3.4.1 Goal orientation ............................................... 95 3.4.2 Social responsibility ............................................ 97 3.4.3 Beliefs. attitudes and values ....................................100 3.4.4 Corporate governance .......................................... 102 3.4.5 Leadership behavior ........................................... 103 3.4.6 Entrepreneurialbehavior ...................................... 105 3.4.7 Continuity of leadership ....................................... 106 3.4.8 Ability to adapt, innovate and integrate ........................ 106 3.4.9 Customer orientation .......................................... 109 3.4.10 Shareholder orientation ........................................ 110 4 Henkel KGaA ............................................................... 4.1 Company history-key influences ..................................... 4.2 Industry and business environment ................................... 4.3 Economic performance ................................................ 4.4 Corporate culture in action ............................................ 4.4.1 Goal orientation ............................................... 4.4.2 Social responsibility ............................................ 4.4.3 Beliefs. attitudes and values 4.4.4 Corporate governance .......................................... 4.4.5 Leadership behavior ........................................... 4.4.6 Entrepreneurial behavior ...................................... 4.4.7 Continuity of leadership ....................................... 4.4.8 Ability to adapt. innovate and integrate 4.4.9 Customer orientation .......................................... 4.4.10 Shareholder orientation ........................................ . .................................... ........................ 5. Hilti Aktiengesellschaft .....................................................129 5.1 Company history-key influences ..................................... 130 5.2 Industry and business environment ................................... 132 5.3 Economic performance ................................................ 132 5.4 Corporate culture in action ............................................ 134 5A.1 Goal orientation ............................................... 134 5A.2 Social responsibility ............................................ 136 5.4.3 Beliefs. attitudes and values .................................... 138 5.4.4 Corporate governance .......................................... 140 5.4.5 Leadership behavior ........................................... 141 5.4.6 Entrepreneurial behavior ...................................... 144 5.4.7 Continuity of leadership ....................................... 145 5.4.8 Ability to adapt. innovate and integrate ........................ 145 5.4.9 Customer orientation ..........................................146 5.4.10 Shareholder orientation ........................................ 148 6. Novo Nordisk A/S .......................................................... 6.1 Company history-key influences ..................................... 6.2 Industry and business environment ................................... 6.3 Economic performance ................................................ 6.4 Corporate culture in action ............................................ 6.4.1 Goal orientation ............................................... 6.4.2 Social responsibility ............................................ 6.4.3 Beliefs, attitudes and values .................................... 6.4.4 Corporate governance .......................................... 6.4.5 Leadership behavior ........................................... 6.4.6 Entrepreneurial behavior ...................................... 6.4.7 Continuity of leadership ....................................... 6.4.8 Ability to adapt, innovate and integrate ........................ 6.4.9 Customer orientation .......................................... 6.4.10 Shareholder orientation ........................................ Part I11 Corporate culture: A factor for success ......................................... 169 1. The dynamics of the culture development process .......................... 1.1 Conscious evaluation of the existing corporate culture ................ 1.2 Starting a conscious process of culture development .................. 1.3 Regular examination of the corporate culture as it is lived ............. 1.4 Continuous cycle of culture development: Maintenance. adjustment. examination ............................... 2. Characteristics of a corporate culture that supports success ................. 2.1 Clear identity. understanding of goals and implementation of objectives .......................................... 2.1.1 Some general considerations and findings from empirical research ............................................. 2.1.2 Case sntdy findings: "We know who we are. we know what we want and we pull together to achieve it" ..... 170 171 173 174 176 179 180 180 181 2.1.2.1 Vision and mission. or corporate purpose. as a basis for a shared understanding of goals ........ 182 2.1.2.2 Taking direction from values and models ............. 183 2.1.2.3 Clear strategic positioning ............................ 183 2.1.2.4 Transparent goal agreement processes for systematic implementation ........................... 183 2.2 Consistent focus on the customer ..................................... 184 2.2.1 Some findings from empirical research ........................ 184 2.2.2 Case study findings: "Everything we do revolves around the customer" ... .'. ........ 185 2.2.2.1 Figuring out what the customer wantsResponding to specific customer wishes .............. 186 2.2.2.2 Staying focused on the customer ...................... 187 2.2.2.3 Assessing customer satisfaction regularly ............. 187 2.3 Focus on innovation. learning and development ...................... 188 2.3.1 Some findings from empirical research ........................ 188 2.3.2 Case study findings: "We continually develop through innovation in all areas. through learning and through partnerships" ...... 190 2.3.2.1 Making a commitment to innovation. learning and development .......................................... 190 2.3.2.2 Making innovation. learning and development part of everyday work processes ..............................190 2.3.2.3 Giving responsible. self-organizingindividuals freedom for entrepreneurship within the company ............ 192 2.3.2.4 Learning from each other and from mistakes ......... 192 2.4 Partnership-oriented leadership behavior that conforms to the corporate culture ...................................................... 193 2.4.1 Some findings from empirical research ........................ 193 2.4.2 Case study findings:"Our corporate culture becomes visible in our management and leadership style" ........................ 196 2.4.2.1 Managers and leaders are models in living the corporate culture ...................................... 197 2.4.2.2 Promoting from within to fiU leadership positions .... 197 2.4.2.3 Getting socialized in the corporate culture ............ 198 2.4.2.4. Continuing development and opportunities to prove and practice leadership responsibilities .................... 198 2.4.2.5 Transparent expectations for managers and leaders ... 198 2.4.2.6 Regular examination of leadership behavior. with consequences .................................... 199 2.5 2.6 2.7 2.8 2.9 2.10 2.4.2.7 Valuing employees. engaging in dialogue. working with others as partners and displaying humility ............ 199 Continuity of leadership ............................................... 200 2.5.1 Some findings from empirical research ........................ 200 2.5.2 Case study findings: "Our leaders stay with us" ................ 202 Intrapreneurship ...................................................... 202 2.6.1 Some findings from empirical research ........................ 202 2.6.2 Case study findings: "We want our people to perform. contribute and show initiative" ................................. 204 2.6.2.1 High performance expectations for entrepreneurial employees ............................................ 204 2.6.2.2 Framing conditions for entrepreneurship ............. 205 2.6.2.3 Performance pays off ................................. 205 Acting as corporate citizen ............................................ 206 2.7.1 Some general considerations and findings from empirical research ............................................. 206 2.7.2 Case study findings: "We do good works-often quietly" ...... 208 2.7.2.1 Creating and preserving jobs .......................... 208 2.7.2.2 Promoting safety. health and environmental responsibility at work ................................. 208 2.7.2.3 Equal opportunity ..................................... 209 2.7.2.4 Family-friendly work conditions ...................... 209 2.7.2.5 Civic engagement ..................................... 209 Committed. transparent and qualified corporate governance .......... 211 2.8.1 Some findings from empirical research ........................ 211 2.8.2 Case study findings: "We expect critical commitment from our governing board .......................................... 212 2.8.2.1 Qualified performance ............................... 213 2.8.2.2 Commitment to the company ......................... 213 2.8.2.3 Transparency of activities ............................. 213 Focus on profitable. sustainable growth ............................... 214 2.9.1 Some general considerations and findings from empirical research ............................................. 214 2.9.2 Case study findings: "We invest in our future for sustainable profitability" ....................................... 215 2.9.2.1 Stakeholder/shareholder focus ........................ 215 2.9.2.2 Stable ownership structure as a prerequisite for continuity ......................................... 216 Basic beliefs. attitudes and lived values ................................ 217 2.10.1 Some general considerations and findings from empirical research ............................................. 2.10.1.1 The content of beliefs and values ..................... 2.10.1.2 Congruency of postulated values with attitudes. beliefs and actual behavior ............................ 2.10.2 Case study findings: "We live what is important to us" ......... 2.10.2.1 Corporate culture is of concern to top management ...................................... 2.10.2.2 Lived values and words count ......................... 2.10.2.3 Regular examination of the corporate culture aS it is lived .............................................. 2.10.2.4 Environmental scanning and critical self-reflection as the basis for a learning organization .................. 3. Summary ................................................................... Checklist ....................................................................... References ..................................................................... Web sites ...................................................................... .....................................................254 The author ..................................................................... The Bertelsmann Stiftung

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