Transformations of Corporate Culture: Experiences of Japanese Enterprises |
Contents
Concept of corporate culture | 1 |
Nature and kinds of corporate culture | 8 |
Functions of corporate culture | 17 |
the performance of the company 5 Summary 223 | 23 |
Dimensions and types of corporate culture | 27 |
The surveys | 48 |
Summary | 54 |
5 | 61 |
Summary | 238 |
Productmarket strategy | 241 |
Danger that the culture of a major product dominates | 249 |
Multinational management | 257 |
Competition | 263 |
Internal development and external development | 266 |
Organizational structure and personnel management system | 277 |
Systems and rules that vitalize culture | 284 |
Five models of diversity | 70 |
Table of contents | 79 |
Effects of diversity of subcultures | 85 |
Means for assimilation and differentiation | 91 |
Development of corporate culture | 101 |
Development of group attitudes | 111 |
Symbiotic relations between environments and members | 120 |
Summary | 131 |
Factors changing the corporate culture | 142 |
Illustrations of impacts of three factors on corporate culture | 152 |
Influence agents | 159 |
Some approaches that decrease the perceived distance of change | 165 |
Summary | 181 |
Transformation of corporate culture | 183 |
Experiences from | 189 |
Timing of change | 198 |
Discussion | 210 |
Table of contents | 215 |
Effects and limitations | 223 |
Internalization of philosophy and visions | 229 |
Personnel management systems | 292 |
Survey results concerning the relations between | 312 |
Summary | 324 |
Interviews with company presidents on the required | 333 |
65 | 342 |
Organization | 345 |
The case of 3M | 352 |
Corporate philosophy | 372 |
Evaluation | 380 |
Response to new opportunities | 385 |
Comparing corporate cultures | 395 |
69 | 397 |
Summary | 406 |
Appendices | 413 |
Cluster analysis | 421 |
| 429 | |
| 436 | |
| 442 | |
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Common terms and phrases
achievement aggressive analysis approach Asahi Breweries attitude beer behavior patterns Bridgestone bureaucratic business creed communication competition core corporate creed corporate culture corporate philosophy countries creative creed and visions customer orientation decision-making patterns decisions departments directors effect employees evaluation example experience external factors Figure financial performance goals group activities growth Hitachi Honda implementation important improve increase individual innovation integration internal environment Japan Japanese companies Japanese corporations Japanese National Railways job rotation leader Matsushita means ment merit rating middle managers needs Nissan Motor Omron organization organizational culture organizational structure pany percent person personnel management system planning plant power distance president problems product development product-market strategy profit project teams promotion quality circles recruits responses result revitalize rewards Shared values social distance Sony status ladder subcultures subsidiaries successful survey Table tend tion top management unfreezing vitalized culture workers