MARC details
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11087cam a2200493 i 4500 |
| 001 - CONTROL NUMBER |
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ocn841187033 |
| 003 - CONTROL NUMBER IDENTIFIER |
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OCoLC |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20251028093308.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
130411s2013 enka b 001 0 eng |
| 010 ## - LIBRARY OF CONGRESS CONTROL NUMBER |
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| LC control number |
2013013592 |
| 035 ## - SYSTEM CONTROL NUMBER |
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| System control number |
(Sirsi) i9781118608562 |
| 035 ## - SYSTEM CONTROL NUMBER |
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| System control number |
(Sirsi) i9781118608562 |
| 040 ## - CATALOGING SOURCE |
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| Original cataloging agency |
DLC |
| Language of cataloging |
eng |
| Description conventions |
rda |
| Transcribing agency |
DLC |
| Modifying agency |
BDX |
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YDXCP |
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CDX |
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OCLCF |
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OCLCO |
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NLGGC |
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UPM |
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VF$ |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781118608562 (cloth) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
1118608569 (cloth) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781118608531 (cloth) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
1118608534 (cloth) |
| 035 ## - SYSTEM CONTROL NUMBER |
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| System control number |
(OCoLC)841187033 |
| 042 ## - AUTHENTICATION CODE |
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| Authentication code |
pcc |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER |
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| Classification number |
HD 58.7 |
| Item number |
.H343 2013 |
| 049 ## - LOCAL HOLDINGS (OCLC) |
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| Holding library |
VF$A |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Hammerich, Kai, |
| Dates associated with a name |
1960- |
| 245 10 - TITLE STATEMENT |
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| Title |
Fish can't see water : |
| Remainder of title |
how national culture can make or break your corporate strategy / |
| Statement of responsibility, etc. |
Kai Hammerich and Richard D. Lewis. |
| 264 #1 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE |
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| Place of production, publication, distribution, manufacture |
Chichester, West Sussex : |
| Name of producer, publisher, distributor, manufacturer |
Wiley, |
| Date of production, publication, distribution, manufacture, or copyright notice |
2013. |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xii, 296 pages : |
| Other physical details |
illustrations ; |
| Dimensions |
25 cm |
| 336 ## - CONTENT TYPE |
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| Content type term |
text |
| Source |
rdacontent |
| 337 ## - MEDIA TYPE |
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| Media type term |
unmediated |
| Source |
rdamedia |
| 338 ## - CARRIER TYPE |
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| Carrier type term |
volume |
| Source |
rdacarrier |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
Includes bibliographical references (pages 287-288) and index. |
| 505 0# - FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Machine generated contents note: Introduction -- What is "culture"? -- The water that we couldn't see when analyzing culture -- The long-term view: corporate lifecycles and corporate culture -- The innovation phase -- The geographic expansion -- Product-line expansion -- Efficiency and scale focus -- Consolidation -- Interruptions of the lifecycle -- when the crisis hit -- "Global" companies -- Summary -- A brief chapter overview -- pt. I Developing the Cultural Dynamic Model� -- 1.Corporate Culture, Strategy and Business Results -- What is corporate culture? -- The three levels of culture -- How leaders embed their values, beliefs and assumptions early on -- Reinforced by the daily work practices in the mature organization -- The six dimensions of corporate culture -- Corporate culture and strategy: the cultural dynamic model� -- Results come from work that gets done: "the work practices" -- Work practices influenced by... -- The water people don't see: the national influencers -- The three levels of culture -- The 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 -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of US nation-state traits -- Summary -- Sweden -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of Swedish national traits -- Summary -- France -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of French national traits -- Summary -- Japan -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of Japanese national traits -- Summary -- Italy -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of Italian national traits -- Summary -- Germany -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of German national traits -- Summary -- Great Britain -- Key nation-state traits -- Historical background -- Expression of nation-state traits within corporate culture -- Potential advantages/disadvantages of British national traits -- Summary -- 4.The Cultural Dynamic Model� and the Austin Motors Case -- Introduction -- The static cultural dynamic model� -- bringing it all together -- The embedded values and beliefs from the business realities and the national culture -- Work practices -- Organizational structure and hierarchy (formal and informal) -- Decision-making processes -- Organizational skills and capabilities -- Workflow processes -- The performance management, reward and compensation systems -- Work practice across borders -- 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 -- A brief 70-year history of Austin Motors -- The work practices -- Artefacts, rituals and communicated values -- Observed behaviour at Austin -- The results -- One enabling cultural dynamic -- "the bias-for-action" -- The potentially derailing short-term wing-it cultural dynamic -- Conclusion -- Chapter closing -- pt. II Cases: The Lifecycle of a Company from Innovation to Consolidation -- 5.The Embryonic Period -- Values embedded during the early years: Apple, Microsof and Dell -- Apple -- Microsoft -- Dell -- Traits that enable success over the business cycles -- The embryonic period -- Case study: Nokia -- The Finnish culture -- The embryonic period of the new Nokia 1.0 -- The work practices at Nokia 1.0 -- Nokia 2.0 -- Nokia 3.0 -- Case study: KONE -- agility and humility -- Case study: Walmart -- an American business tackling foreign markets -- Walmart in China -- Walmart in South Korea -- Walmart cultural adjustments -- Chapter close -- preview the growth period -- 6.The Growth Period -- The product line expansion stage -- Description of this phase -- National traits that tend to enable or derail during the innovation phase -- The scale and efficiency phase -- National traits that tend to enable or derail during the scale and efficiency phase -- Case study: Sony versus Samsung Electronics -- Sony -- Samsung Electronics -- Conclusion on Sony versus Samsung Electronics -- Chapter close -- 7.The Maturity Period -- The consolidation phase -- Description of the consolidation phase -- National traits that tend to enable or derail during the maturity period -- Case study: Toyota -- The founder and Toyota's embedded corporate values -- The Toyota Way and work practices at Toyota -- The Toyota Way as a source of sustainable differentiation -- Toyota in America -- The crisis and conclusion -- Case study: FLSmidth -- The Danish national culture -- A brief history and the values the founder embedded -- The next 70 years -- disaster strikes -- and a new strategy is outlined -- A new footprint challenges the culture and the work practices -- The "small country" dilemma facing FLSmidth as it moves from 1.0 to 2.0 -- The three cultural strategies options facing FLSmidth -- Epilogue on FLSmidth -- Case study: P&G -- A brief history of P&G -- A few central embedded values -- Key lessons from the eight cases -- pt. III The Model in Action (Lessons for Boards, Managers and Investors) -- 8.Whither the West -- Whither the West -- Appearance and reality -- Golden rules for dealing with reactive cultures -- 1.Speech is to promote harmony -- 2.Good listening is important -- 3.Never interrupt -- 4.Never confront -- 5.Never disagree openly -- 6.Never cause anyone to lose face -- 7.Suggestions, especially criticism, must be indirect -- 8.Be ambiguous, so as to leave options open -- 9.Prioritize diplomacy over truth -- 10.Follow the rules but interpret them flexibly -- 11.Utilize networks -- 12.Don't rush or pressure Asians. Do things at appropriate times -- 13.Observe fixed power distances and hierarchy -- 14.Work hard at building trust -- Golden rules for dealing with multi-active cultures -- 1.Speech is for opinions -- 2.Let them talk at length and then reply fully -- 3.Be prepared to discuss several things at once -- 4.Be prepared for several people talking at once -- 5.Display feelings and emotion -- 6.Interrupt when you like -- 7.Truth is flexible and situational -- 8.Be diplomatic rather than direct -- 9.Socialize enthusiastically, be gregarious -- 10.Think aloud -- 11.Complete human transactions -- 12.Seek and give favours with key people -- 13.Overt body language and tactility are acceptable -- 14.Reputation is as important as profit -- 15.Accept unpunctuality -- 16.Remain relationship oriented -- 9.The Crisis -- Strategy v. |
| 505 0# - FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Competition: being "outplayed" -- The Prussian Army and Field Marshall Von Moltke -- The effect of national traits -- Problems in execution -- Examples -- Sony and GM -- The effect of national traits on poor execution -- Disruption -- Technology disruption -- The effect of national traits on technology disruption -- Process disruption -- The effect of national traits on process disruption -- Success -- the success crisis -- Success makes blind -- the success trap -- Success has no memory -- The share price trap -- The burning platform -- Time -- if you don't move forwards you move backwards -- Change of leadership -- Navigating a transformation point -- Differing cultural performances in times of crisis -- Poor strategy facing competition -- Poor execution -- Disruption -- Success -- Time -- Change of leadership -- Navigating transformation -- Meeting crises -- Chapter closing -- 10.Enhancing Corporate Performance in a Multicultural World -- Seeing the water that surrounds you -- The national lifecycle fingerprint -- Examples of 17 national traits that both enable and derail -- Two recommendations to investors -- 1.Watch out for the tell-tale signs of a derailing cultural dynamic and promote diversity in the board -- 2.Analyze the cultural implications carefully when merging two organizations -- Two recommendations to boards -- 1.Conduct a full strategy and cultural dynamics audit at least every five years -- 2.Promote diversity at the board and in the executive team -- Four recommendations to management -- 1.Carefully balance diversity with day-to-day performance and make the organization culturally aware -- 2.Establish a recurrent methodology for making culture discussion more data driven and establish a cross-functional task force to systematically monitor culture -- 3.Ensure there is a clear strategy for embedding key elements of the corporate culture globally -- 4.Align the talent and leadership agenda with the cultural imperatives -- Implications for countries -- Chapter and book conclusion. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Corporate culture |
| Form subdivision |
Cross-cultural studies. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Organizational behavior |
| Form subdivision |
Cross-cultural studies. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
National characteristics. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Strategic planning. |
| 650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Corporate culture. |
| Source of heading or term |
fast |
| Authority record control number or standard number |
(OCoLC)fst00879624 |
| 650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
National characteristics. |
| Source of heading or term |
fast |
| Authority record control number or standard number |
(OCoLC)fst01033330 |
| 650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Organizational behavior. |
| Source of heading or term |
fast |
| Authority record control number or standard number |
(OCoLC)fst01047801 |
| 650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Strategic planning. |
| Source of heading or term |
fast |
| Authority record control number or standard number |
(OCoLC)fst01134371 |
| 655 #7 - INDEX TERM--GENRE/FORM |
|---|
| Genre/form data or focus term |
Cross-cultural studies. |
| Source of term |
fast |
| Authority record control number or standard number |
(OCoLC)fst01423769 |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Lewis, Richard D. |
| 994 ## - |
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C0 |
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VF$ |