Coverart for item
The Resource Fish can't see water : how national culture can make or break your corporate strategy, Kai Hammerich and Richard D. Lewis

Fish can't see water : how national culture can make or break your corporate strategy, Kai Hammerich and Richard D. Lewis

Label
Fish can't see water : how national culture can make or break your corporate strategy
Title
Fish can't see water
Title remainder
how national culture can make or break your corporate strategy
Statement of responsibility
Kai Hammerich and Richard D. Lewis
Creator
Contributor
Subject
Genre
Language
eng
Cataloging source
DLC
http://library.link/vocab/creatorDate
1960-
http://library.link/vocab/creatorName
Hammerich, Kai
Illustrations
illustrations
Index
index present
LC call number
HD58.7
LC item number
.H343 2013
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/relatedWorkOrContributorName
Lewis, Richard D
http://library.link/vocab/subjectName
  • Corporate culture
  • Organizational behavior
  • National characteristics
  • Strategic planning
  • Corporate culture
  • National characteristics
  • Organizational behavior
  • Strategic planning
  • Culturele verschillen
  • Strategisch management
  • Gestion interculturelle
Label
Fish can't see water : how national culture can make or break your corporate strategy, Kai Hammerich and Richard D. Lewis
Instantiates
Publication
Bibliography note
Includes bibliographical references (pages [287]-288) and index
Carrier category
volume
Carrier category code
  • nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
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 hits ; "Global" companies -- Part I. Developing the Cultural Dynamic Model® : 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 influences ; The three levels of culture ; The time lag of culture and cultural agility as a competitive advantage -- The Lewis model: setting the scene : Linear-active cultures ; Multi-active cultures ; Reactive cultures ; Getting things done -- Nation-state traits and how they affect corporate cultures in seven countries : The United States ; Sweden ; France ; Japan ; Italy ; Germany ; Great Britain -- The Cultural Dynamic Model® and the Austin Motors case : The static Cultural Dynamic Model® : bringing it all together ; Work practices ; Decoding observed behaviours and vision statements ; Mission 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 -- Part II. Cases: the lifecycle of a company from innovation to consolidation : The embryonic period : Values embedded during the early years: Apple, Microsoft and Dell ; Traits that enable success over the business cycle ; Case study: Nokia ; Case study: KONE: agility and humility ; Case study: Walmart: an American business tackling foreign markets -- The growth period : The product line expansion stage ; The scale and efficiency phase; Case study: Sony versus Samsung Electronics -- The maturity period : The consolidation phase ; Case study: Toyota ; Case study: FLSmidth ; Case study: P&G ; Key lessons from the eight cases -- Part III. The model in action (lessons for boards, managers and investors) : Whither the west : Golden rules for dealing with reactive cultures ; Golden rules for dealing with multi-active cultures -- 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 -- 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
Control code
841187033
Dimensions
25 cm
Extent
xii, 296 pages
Isbn
9781118608562
Lccn
2013013592
Media category
unmediated
Media MARC source
rdamedia
Media type code
  • n
Other physical details
illustrations
System control number
(OCoLC)841187033
Label
Fish can't see water : how national culture can make or break your corporate strategy, Kai Hammerich and Richard D. Lewis
Publication
Bibliography note
Includes bibliographical references (pages [287]-288) and index
Carrier category
volume
Carrier category code
  • nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
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 hits ; "Global" companies -- Part I. Developing the Cultural Dynamic Model® : 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 influences ; The three levels of culture ; The time lag of culture and cultural agility as a competitive advantage -- The Lewis model: setting the scene : Linear-active cultures ; Multi-active cultures ; Reactive cultures ; Getting things done -- Nation-state traits and how they affect corporate cultures in seven countries : The United States ; Sweden ; France ; Japan ; Italy ; Germany ; Great Britain -- The Cultural Dynamic Model® and the Austin Motors case : The static Cultural Dynamic Model® : bringing it all together ; Work practices ; Decoding observed behaviours and vision statements ; Mission 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 -- Part II. Cases: the lifecycle of a company from innovation to consolidation : The embryonic period : Values embedded during the early years: Apple, Microsoft and Dell ; Traits that enable success over the business cycle ; Case study: Nokia ; Case study: KONE: agility and humility ; Case study: Walmart: an American business tackling foreign markets -- The growth period : The product line expansion stage ; The scale and efficiency phase; Case study: Sony versus Samsung Electronics -- The maturity period : The consolidation phase ; Case study: Toyota ; Case study: FLSmidth ; Case study: P&G ; Key lessons from the eight cases -- Part III. The model in action (lessons for boards, managers and investors) : Whither the west : Golden rules for dealing with reactive cultures ; Golden rules for dealing with multi-active cultures -- 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 -- 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
Control code
841187033
Dimensions
25 cm
Extent
xii, 296 pages
Isbn
9781118608562
Lccn
2013013592
Media category
unmediated
Media MARC source
rdamedia
Media type code
  • n
Other physical details
illustrations
System control number
(OCoLC)841187033

Library Locations

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      32.771354 -117.193327
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