Culture.com: building corporate culture in the connected workplace
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Toronto [u.a.]
Wiley
2000
|
| Schlagworte: | |
| Online-Zugang: | Publisher description Table of contents Inhaltsverzeichnis |
| Beschreibung: | XXII, 359 S. graph. Darst. |
| ISBN: | 0471645397 |
Internformat
MARC
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| 100 | 1 | |a Neuhauser, Peg |d 1950- |e Verfasser |0 (DE-588)129071013 |4 aut | |
| 245 | 1 | 0 | |a Culture.com |b building corporate culture in the connected workplace |c Peg C. Neuhauser ; Ray Bender ; Kirk L. Stromberg |
| 264 | 1 | |a Toronto [u.a.] |b Wiley |c 2000 | |
| 300 | |a XXII, 359 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Datenverarbeitung | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Corporate culture | |
| 650 | 4 | |a Electronic commerce -- Management | |
| 650 | 4 | |a Knowledge management | |
| 650 | 4 | |a Information technology -- Management | |
| 650 | 4 | |a Business -- Data processing | |
| 700 | 1 | |a Bender, Ray |e Verfasser |4 aut | |
| 700 | 1 | |a Stromberg, Kirk L. |e Verfasser |4 aut | |
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| 856 | 4 | |u http://www.loc.gov/catdir/toc/wiley021/2001278474.html |3 Table of contents | |
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Datensatz im Suchindex
| _version_ | 1804138167163420672 |
|---|---|
| adam_text | Contents *r«Jfc*
w
u*» -
Preface xiii
Acknowledgements xxi
Chapter One: Your Corporate Culture in a
Clicks-and-Mortar World 1
Corporate Graffiti Moves to the Web 1
The Rules of the Game Are Changing 2
What Is Corporate Culture? 4
Shared Underlying Assumptions and Core Values
of the Group: The Deepest Layer of Culture 6
Behaviors and Habits:
The Way We Do Things Around Here 8
Symbols and Language: The Most
Visible and Simplest Level of Culture 11
What Do You Change and What Do you Keep? 13
Cultural Change Is Disrupting and Upsetting to Employees 15
Breaking Old Habits and Forming New Ones 18
Applying This Information in Your Organization 20
Chapter Two: Making the Jump to Warp Speed 23
Living in Net Time 2 3
vi CULTURE.COM Acxiom s 100-Days Story 25
Lessons Learned from the Acxiom 100-Days Project 29
Launch and Learn Is Standard Procedure 31
Do Products on the Fly Mean the Demise of Quality? 32
How to Produce Both Speed and Quality 34
How to Use a Fast/Slow Strategy to Improve Quality 36
Quicker Prototying to Improve Quality and Speed 38
Creating a Culture That Supports Risk Taking 40
Making Decisions at Warp Speed 42
Changing Your Approach to Decision Making 45
Loosening Up on Control Can Be a Difficult Habit to Change 49
Coping with the Resistance to Rapid Change 49
The Difference Between Ability and Willingness Resistance 50
Applying This Information in Your Organization 52
Chapter Three: Building a Corporate Culture
in a Virtual Organization 55
What is a Virtual Organization? 55
Why Did We Go Virtual? 58
Virtual Organizations are Used to Recruit and Retain Employees 60
Being a Virtual Worker Can Feel Like Bowling Alone 61
Examples of Strong Cultures Supporting the Ability to
Perform Well in Virtual Settings 62
Passing on the Culture through Socialization of Employees 63
The Challenge of Passing on the Culture to Virtual Employees 65
The Seven Steps of the Socialization Process 65
Step One: Selecting 68
Step Two: Conditioning 71
Step Three: Training 75
Step Four: Measure and Reward 79
Step Five: Shared Values 81
Step Six: Legends and Folklore 88
Step Seven: Role Models 93
The Downside of Socialization 96
Applying This Information in Your Organization 100
Contents vii
Chapter Four: Living with Parallel Cultures During the
Transition to E-Business 101
How to Get from Here to There 101
Key Differences in Transition Strategies 102
Parallel Operations Create Parallel Cultures 104
Convert All Operations to the Internet 105
Company Examples of Parallel and Integrated Approaches 107
IBM 107
Chapters Inc. 109
Lucent Technologies 111
Procter Gamble 114
Sears and Whirlpool 116
Schwab Changed Its Mind 118
Six Criteria to Use When Determining Whether to Go
the Parallel or Integration Route 119
Is Your Dominant, Mainline Corporate Culture Likely
to Be Hostile to a .Com Type of Culture 120
Do You Need Separate E-Business Operations
for Recruiting Purposes? 121
Are You Changing Business-to-Business Processes
or Business-to-Business Activities? 121
How Clear and Unifying is Your Leadership Vision
and Strategy? 123
Do You Have Enough Resources to Create Separate
Parallel Operations? 125
Do You Have a Large Number of New Employees
in Your Company? 126
A Painful Case of Moving from Parallel Cultures to
Integrated Operations 127
Developing a Game Plan for Merging Parallel Cultures:
Four Considerations 130
1. Plan the Reintegratdon from the Beginning 130
2. Involve Members from Both Cultures from the Start 131
3. Reward Cooperation 132
4. Expect Emotional Reactions 133
Applying This Information in Your Organization 134
viii CULTU RE .COM Chapter Five: A New Breed of Teams in a .Com Culture 137
Fast-Moving, Temporary Teams Are the Norm 137
Lego Teams: Aggregate, Disaggregate, Reaggregate 138
Characteristics of a .Com Team 139
1. Obsessed with Their Goal 140
2. Creative and Unconventional Style 140
3. Informal and Democratic 141
4. Team Member s Feelings or Personalities
Are Not Important 142
5. When the Team is Done, It s Done 143
These Teams Are Not a New Creation 144
.Com Teams Are Not Just for .Com Companies 145
Encouraging and Supporting .Com Teams 146
What Do .Com Teams Require of Leadership? 147
What You Do Not Need 147
Two Kinds of Leaders Playing Different Roles 147
There are Different Challenges for .Com
and Conventional Teams 154
1. Hostile Reaction from the Larger Organization 155
2. Looks Don t Matter—Results Do 157
3. Do Not Use Individual Incentives in a
Culture of Teamwork 161
4. Keeping People from Feeling Isolated When
They Have No Home Base 161
5. Employees Find Their Own Ways to Stay Connected 161
6. Burn Out is a Serious Danger for a .Com Team Culture 165
Has Tribal Warfare Disappeared? 167
Why Would a .Com Culture Have Less Tribal Warfare? 169
What Type of Tribal Warfare Still Exists? 171
Applying This Information in Your Organization 173
Chapter Six: Communication Belongs to Everyone
in a .Com Culture 175
Companies Lose Control Over the Distribution of Information 175
The Upsides and Downsides of the Wired Workplace 176
1. Dealing with Cyberspace Name-Calling 178
2. Coping with E-Mail Hell 185
3. Changing from Push to Pull Communications 189
Contents ix
Getting the Right Information to the Right People 191
4. Moving From Hoarding to Sharing Information 194
A Case Study of Conflict 197
What is the Cost of In-House Competition? 199
Changing From a Culture of Hoarding, Conflict,
and Competition to Collaboration 200
Laughter is a Sign of a Collaborative Culture 201
Applying This Information in Your Organization 202
Chapter Seven: Knowledge Management Is
Managing People s Brain Power 205
What is Knowledge Management? 205
Is Sharing an Unnatural Human Act? 208
Looking for Examples of Knowledge Sharing 211
The Field Marshal Case: A Study in Ancient History, the Eighties 212
The Field Marshal and the Knowledge Worker:
A Disaster in the Making? 213
Old Veep and New Veep: Doing and Undoing 214
The New Veep (and His Ego) Arrives on the Scene 215
Learning from the Case: What Was the Difference
Between the Successes and the Failures? 217
How Did the New Veep Go Wrong? 219
How Does Your Company Compare? The Knowledge Audit 220
Kinds of Inquiry for an Inventory-Style Audit 221
Tacit Knowledge and Explicit Knowledge 222
The Kinds of Work that Workers Do Affect the
Knowledge Culture 224
Examples of Explicit Knowledge Management
Systems for Routine, Structured Work 224
Tacit Knowledge Management Systems for
Unstructured Work 227
A Case of Knowledge Mismanagement:
The Saturn Project for the Apollo Missions 231
You ve Got All This Technology: Use It! 233
Technology Is Not Always the Answer 234
A Cultural Characteristics Audit for Knowledge Management 235
A Cultural Characteristics Audit 237
X CULTURE .COM A Community of Practice Cannot Be Appointed 238
Communities of Practice Go to Cyberspace 241
A Good Knowledge Management Culture through
Recruitment and Retention 242
A Quick and Easy Knowledge Audit 245
At the End of the Day: You d Never Not Ask 247
Applying This Information in Your Organization 248
Chapter Eight: The New Corporate IQ and Getting Smart 251
How Do You Know If Your Company Has a High IQ? 253
Symptoms of a High IQ Culture 254
Symptoms of a Low IQ Culture 255
Learning to Identify What You Don t Know Is a Key
to Getting Smart 258
Individuals in High IQ Cultures Have Three Kinds of Smarts 260
Job Smarts Focus on the Capacities to Do the Job Well 260
Thinking Smarts Is Not Necessarily Learned in School 261
Emotional Smarts Bring It All Together 264
Increasing Your EQ: Park Your Road Rage at the Door 265
How To Smarten Up: Creating a Learning Culture
that Produces a High Corporate IQ 269
Who is Responsible for This Rapid, Complex Learning? 270
Helping Employees Improve Their EQ 271
The Company That Changed By Using Conversation
as Its Learning Tool 273
Sheep Dip Training Is Not Adequate Anymore 276
Alternatives to Sheep Dip Training—
Learning and E-Learning 276
What Is High-Quality E-Training? 278
Learning By Doing 280
Mistake Learning Becomes Acceptable in the
Corporate Culture 280
A Conversation Tool for Developing Job, Thinking,
and Emotional IQ 282
You Must Be Willing to Change Yourself 283
Applying This Information in Your Organization 284
Contents xi
Chapter Nine: Linkages and Relationships Outside
the Organization: A Cultural Challenge 285
Mergers and Acquisitions: The Traditional Option Is
Still Used in a .Com World 287
Why Merge and What Are the Risks? 287
The Odds Are Against Pulling Off a Successful Merger 289
The Culture That Can Be Stumbling Block 290
What Happens When a Merger Is Announced? 292
Do Mergers Really Exist or Are They All Really Acquisitions? 293
The Different Ways to Deal with Culture After the Merger 293
1. Keeping Separate Cultures After the Merger 294
2. The Acquiring Company Dominates and Absorbs
the Other Culture 295
3. Blending Cultures is an Attempt to Retain the
Best of Both Cultures 298
Choosing An Option: Separate, Dominate, or Blend 298
Merging at .Com Speed 300
Cisco Systems: The Acquisitions Success Story 301
Creating Alliances: Another Option 302
Alliances Are Not New to the .Com World 303
Four Types of Alliances 3 04
1. Transactions 305
2. Performance Contract 305
3. Specialized Relationship 306
4. Partnerships 307
Factors Determining the Success of Alliances 308
Factors Affecting the Long-Term Success of Alliances 308
Factors Affecting Day-to-Day Actions in Alliances 309
The E-Business World Requires the Full Range of Relationships 310
Applying This Information in Your Organization 311
Chapter Ten: Leading the Journey to the Wired Enterprise 313
The Leader as Culture Carrier 313
Denning Leadership in the E-Business Arena 314
The Difference Between Leadership in Traditional
Companies and the .Com World 315
Core Activities of a Leader that Shape the Culture 318
xii CULTURE.COM Broadcasting the Guiding Principles 318
Creating a Vision 319
Day-to-Day Activities of a Leader that Shape the Culture 322
Paying Attention to the Right Things 322
Reacting to Bad News 323
Allocating Resources 324
Being a Role Model 325
Rewarding the Right People 325
Using Influence More and Power Less 328
E-Business Requires More Leadership and Less Management 332
Peacetime Management and Wartime Leadership 333
Informal Leaders and Empowerment in a .Com Culture 335
Complexity of the E-Business World: Leading at the
Edge of Chaos 339
Applying This Information in Your Organization 341
Conclusion: Ten Final Tips on Building a Corporate
Culture for the Connected Workplace 343
1. Recruiting for Cultural Fit 344
2. Speed Up Your Culture 344
3. When Changing Your Culture, You Get One Point
for Each Action 344
4. Lead More, Manage Less in a .Com Culture 345
5. Pick Credible Role Models 345
6. Protect the .Com Teams for the Corporate Immune System 345
7. Increase the Collective IQ of Your Company 345
8. Enhance Your Company s Knowledge Management System 346
9. Plan the Integration of Your Parallel Cultures 346
10. Clarify Each Party s Commitment Level in Alliances 346
We Will Keep You Posted as the Story Unfolds 347
Index 349
|
| adam_txt |
Contents'*r«Jfc*
w
u*» -
Preface xiii
Acknowledgements xxi
Chapter One: Your Corporate Culture in a
Clicks-and-Mortar World 1
Corporate Graffiti Moves to the Web 1
The Rules of the Game Are Changing 2
What Is Corporate Culture? 4
Shared Underlying Assumptions and Core Values
of the Group: The Deepest Layer of Culture 6
Behaviors and Habits:
"The Way We Do Things Around Here" 8
Symbols and Language: The Most
Visible and Simplest Level of Culture 11
What Do You Change and What Do you Keep? 13
Cultural Change Is Disrupting and Upsetting to Employees 15
Breaking Old Habits and Forming New Ones 18
Applying This Information in Your Organization 20
Chapter Two: Making the Jump to Warp Speed 23
Living in Net Time 2 3
vi CULTURE.COM Acxiom's 100-Days Story 25
Lessons Learned from the Acxiom 100-Days Project 29
Launch and Learn Is Standard Procedure 31
Do Products on the Fly Mean the Demise of Quality? 32
How to Produce Both Speed and Quality 34
How to Use a Fast/Slow Strategy to Improve Quality 36
Quicker Prototying to Improve Quality and Speed 38
Creating a Culture That Supports Risk Taking 40
Making Decisions at Warp Speed 42
Changing Your Approach to Decision Making 45
Loosening Up on Control Can Be a Difficult Habit to Change 49
Coping with the Resistance to Rapid Change 49
The Difference Between Ability and Willingness Resistance 50
Applying This Information in Your Organization 52
Chapter Three: Building a Corporate Culture
in a Virtual Organization 55
What is a Virtual Organization? 55
Why Did We Go Virtual? 58
Virtual Organizations are Used to Recruit and Retain Employees 60
Being a Virtual Worker Can Feel Like Bowling Alone 61
Examples of Strong Cultures Supporting the Ability to
Perform Well in Virtual Settings 62
Passing on the Culture through Socialization of Employees 63
The Challenge of Passing on the Culture to Virtual Employees 65
The Seven Steps of the Socialization Process 65
Step One: Selecting 68
Step Two: Conditioning 71
Step Three: Training 75
Step Four: Measure and Reward 79
Step Five: Shared Values 81
Step Six: Legends and Folklore 88
Step Seven: Role Models 93
The Downside of Socialization 96
Applying This Information in Your Organization 100
Contents vii
Chapter Four: Living with Parallel Cultures During the
Transition to E-Business 101
How to Get from Here to There 101
Key Differences in Transition Strategies 102
Parallel Operations Create Parallel Cultures 104
Convert All Operations to the Internet 105
Company Examples of Parallel and Integrated Approaches 107
IBM 107
Chapters Inc. 109
Lucent Technologies 111
Procter Gamble 114
Sears and Whirlpool 116
Schwab Changed Its Mind 118
Six Criteria to Use When Determining Whether to Go
the Parallel or Integration Route 119
Is Your Dominant, Mainline Corporate Culture Likely
to Be Hostile to a .Com Type of Culture 120
Do You Need Separate E-Business Operations
for Recruiting Purposes? 121
Are You Changing Business-to-Business Processes
or Business-to-Business Activities? 121
How Clear and Unifying is Your Leadership Vision
and Strategy? 123
Do You Have Enough Resources to Create Separate
Parallel Operations? 125
Do You Have a Large Number of New Employees
in Your Company? 126
A Painful Case of Moving from Parallel Cultures to
Integrated Operations 127
Developing a Game Plan for Merging Parallel Cultures:
Four Considerations 130
1. Plan the Reintegratdon from the Beginning 130
2. Involve Members from Both Cultures from the Start 131
3. Reward Cooperation 132
4. Expect Emotional Reactions 133
Applying This Information in Your Organization 134
viii CULTU RE .COM Chapter Five: A New Breed of Teams in a .Com Culture 137
Fast-Moving, Temporary Teams Are the Norm 137
Lego Teams: Aggregate, Disaggregate, Reaggregate 138
Characteristics of a .Com Team 139
1. Obsessed with Their Goal 140
2. Creative and Unconventional Style 140
3. Informal and Democratic 141
4. Team Member's Feelings or Personalities
Are Not Important 142
5. When the Team is Done, It's Done 143
These Teams Are Not a New Creation 144
.Com Teams Are Not Just for .Com Companies 145
Encouraging and Supporting .Com Teams 146
What Do .Com Teams Require of Leadership? 147
What You Do Not Need 147
Two Kinds of Leaders Playing Different Roles 147
There are Different Challenges for .Com
and Conventional Teams 154
1. Hostile Reaction from the Larger Organization 155
2. Looks Don't Matter—Results Do 157
3. Do Not Use Individual Incentives in a
Culture of Teamwork 161
4. Keeping People from Feeling Isolated When
They Have No Home Base 161
5. Employees Find Their Own Ways to Stay Connected 161
6. Burn Out is a Serious Danger for a .Com Team Culture 165
Has Tribal Warfare Disappeared? 167
Why Would a .Com Culture Have Less Tribal Warfare? 169
What Type of Tribal Warfare Still Exists? 171
Applying This Information in Your Organization 173
Chapter Six: Communication Belongs to Everyone
in a .Com Culture 175
Companies Lose Control Over the Distribution of Information 175
The Upsides and Downsides of the Wired Workplace 176
1. Dealing with Cyberspace Name-Calling 178
2. Coping with E-Mail Hell 185
3. Changing from Push to Pull Communications 189
Contents ix
Getting the Right Information to the Right People 191
4. Moving From Hoarding to Sharing Information 194
A Case Study of Conflict 197
What is the Cost of In-House Competition? 199
Changing From a Culture of Hoarding, Conflict,
and Competition to Collaboration 200
Laughter is a Sign of a Collaborative Culture 201
Applying This Information in Your Organization 202
Chapter Seven: Knowledge Management Is
Managing People's Brain Power 205
What is Knowledge Management? 205
Is Sharing an Unnatural Human Act? 208
Looking for Examples of Knowledge Sharing 211
The Field Marshal Case: A Study in Ancient History, the Eighties 212
The Field Marshal and the Knowledge Worker:
A Disaster in the Making? 213
Old Veep and New Veep: Doing and Undoing 214
The New Veep (and His Ego) Arrives on the Scene 215
Learning from the Case: What Was the Difference
Between the Successes and the Failures? 217
How Did the New Veep Go Wrong? 219
How Does Your Company Compare? The Knowledge Audit 220
Kinds of Inquiry for an Inventory-Style Audit 221
Tacit Knowledge and Explicit Knowledge 222
The Kinds of Work that Workers Do Affect the
Knowledge Culture 224
Examples of Explicit Knowledge Management
Systems for Routine, Structured Work 224
Tacit Knowledge Management Systems for
Unstructured Work 227
A Case of Knowledge Mismanagement:
The Saturn Project for the Apollo Missions 231
You've Got All This Technology: Use It! 233
Technology Is Not Always the Answer 234
A Cultural Characteristics Audit for Knowledge Management 235
A Cultural Characteristics Audit 237
X CULTURE .COM A "Community of Practice" Cannot Be Appointed 238
Communities of Practice Go to Cyberspace 241
A Good Knowledge Management Culture through
Recruitment and Retention 242
A Quick and Easy Knowledge Audit 245
At the End of the Day: You'd Never Not Ask 247
Applying This Information in Your Organization 248
Chapter Eight: The New Corporate IQ and Getting Smart 251
How Do You Know If Your Company Has a High IQ? 253
Symptoms of a High IQ Culture 254
Symptoms of a Low IQ Culture 255
Learning to Identify What You Don't Know Is a Key
to Getting Smart 258
Individuals in High IQ Cultures Have Three Kinds of Smarts 260
Job Smarts Focus on the Capacities to Do the Job Well 260
Thinking Smarts Is Not Necessarily Learned in School 261
Emotional Smarts Bring It All Together 264
Increasing Your EQ: Park Your Road Rage at the Door 265
How To Smarten Up: Creating a Learning Culture
that Produces a High Corporate IQ 269
Who is Responsible for This Rapid, Complex Learning? 270
Helping Employees Improve Their EQ 271
The Company That Changed By Using Conversation
as Its Learning Tool 273
Sheep Dip Training Is Not Adequate Anymore 276
Alternatives to Sheep Dip Training—
Learning and E-Learning 276
What Is High-Quality E-Training? 278
Learning By Doing 280
Mistake Learning Becomes Acceptable in the
Corporate Culture 280
A Conversation Tool for Developing Job, Thinking,
and Emotional IQ 282
You Must Be Willing to Change Yourself 283
Applying This Information in Your Organization 284
Contents xi
Chapter Nine: Linkages and Relationships Outside
the Organization: A Cultural Challenge 285
Mergers and Acquisitions: The Traditional Option Is
Still Used in a .Com World 287
Why Merge and What Are the Risks? 287
The Odds Are Against Pulling Off a Successful Merger 289
The Culture That Can Be Stumbling Block 290
What Happens When a Merger Is Announced? 292
Do Mergers Really Exist or Are They All Really Acquisitions? 293
The Different Ways to Deal with Culture After the Merger 293
1. Keeping Separate Cultures After the Merger 294
2. The Acquiring Company Dominates and Absorbs
the Other Culture 295
3. Blending Cultures is an Attempt to Retain the
Best of Both Cultures 298
Choosing An Option: Separate, Dominate, or Blend 298
Merging at .Com Speed 300
Cisco Systems: The Acquisitions Success Story 301
Creating Alliances: Another Option 302
Alliances Are Not New to the .Com World 303
Four Types of Alliances 3 04
1. Transactions 305
2. Performance Contract 305
3. Specialized Relationship 306
4. Partnerships 307
Factors Determining the Success of Alliances 308
Factors Affecting the Long-Term Success of Alliances 308
Factors Affecting Day-to-Day Actions in Alliances 309
The E-Business World Requires the Full Range of Relationships 310
Applying This Information in Your Organization 311
Chapter Ten: Leading the Journey to the Wired Enterprise 313
The Leader as Culture Carrier 313
Denning Leadership in the E-Business Arena 314
The Difference Between Leadership in Traditional
Companies and the .Com World 315
Core Activities of a Leader that Shape the Culture 318
xii CULTURE.COM Broadcasting the Guiding Principles 318
Creating a Vision 319
Day-to-Day Activities of a Leader that Shape the Culture 322
Paying Attention to the Right Things 322
Reacting to Bad News 323
Allocating Resources 324
Being a Role Model 325
Rewarding the Right People 325
Using Influence More and Power Less 328
E-Business Requires More Leadership and Less Management 332
Peacetime Management and Wartime Leadership 333
Informal Leaders and Empowerment in a .Com Culture 335
Complexity of the E-Business World: Leading at the
Edge of Chaos 339
Applying This Information in Your Organization 341
Conclusion: Ten Final Tips on Building a Corporate
Culture for the Connected Workplace 343
1. Recruiting for Cultural Fit 344
2. Speed Up Your Culture 344
3. When Changing Your Culture, You Get One Point
for Each Action 344
4. Lead More, Manage Less in a .Com Culture 345
5. Pick Credible Role Models 345
6. Protect the .Com Teams for the Corporate Immune System 345
7. Increase the Collective IQ of Your Company 345
8. Enhance Your Company's Knowledge Management System 346
9. Plan the Integration of Your Parallel Cultures 346
10. Clarify Each Party's Commitment Level in Alliances 346
We Will Keep You Posted as the Story Unfolds 347
Index 349 |
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| any_adam_object_boolean | 1 |
| author | Neuhauser, Peg 1950- Bender, Ray Stromberg, Kirk L. |
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| callnumber-search | HD58.7.N474 2000 |
| callnumber-sort | HD 258.7 N474 42000 |
| callnumber-subject | HD - Industries, Land Use, Labor |
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| dewey-full | 658.421 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4 21 |
| dewey-search | 658.4 21 |
| dewey-sort | 3658.4 221 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV023524633 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:33:41Z |
| indexdate | 2024-07-09T21:23:53Z |
| institution | BVB |
| isbn | 0471645397 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016844883 |
| oclc_num | 833887008 |
| open_access_boolean | |
| owner | DE-521 DE-526 |
| owner_facet | DE-521 DE-526 |
| physical | XXII, 359 S. graph. Darst. |
| publishDate | 2000 |
| publishDateSearch | 2000 |
| publishDateSort | 2000 |
| publisher | Wiley |
| record_format | marc |
| spelling | Neuhauser, Peg 1950- Verfasser (DE-588)129071013 aut Culture.com building corporate culture in the connected workplace Peg C. Neuhauser ; Ray Bender ; Kirk L. Stromberg Toronto [u.a.] Wiley 2000 XXII, 359 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Datenverarbeitung Wirtschaft Corporate culture Electronic commerce -- Management Knowledge management Information technology -- Management Business -- Data processing Bender, Ray Verfasser aut Stromberg, Kirk L. Verfasser aut http://www.loc.gov/catdir/description/wiley035/2001278474.html Publisher description http://www.loc.gov/catdir/toc/wiley021/2001278474.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016844883&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Neuhauser, Peg 1950- Bender, Ray Stromberg, Kirk L. Culture.com building corporate culture in the connected workplace Datenverarbeitung Wirtschaft Corporate culture Electronic commerce -- Management Knowledge management Information technology -- Management Business -- Data processing |
| title | Culture.com building corporate culture in the connected workplace |
| title_auth | Culture.com building corporate culture in the connected workplace |
| title_exact_search | Culture.com building corporate culture in the connected workplace |
| title_exact_search_txtP | Culture.com building corporate culture in the connected workplace |
| title_full | Culture.com building corporate culture in the connected workplace Peg C. Neuhauser ; Ray Bender ; Kirk L. Stromberg |
| title_fullStr | Culture.com building corporate culture in the connected workplace Peg C. Neuhauser ; Ray Bender ; Kirk L. Stromberg |
| title_full_unstemmed | Culture.com building corporate culture in the connected workplace Peg C. Neuhauser ; Ray Bender ; Kirk L. Stromberg |
| title_short | Culture.com |
| title_sort | culture com building corporate culture in the connected workplace |
| title_sub | building corporate culture in the connected workplace |
| topic | Datenverarbeitung Wirtschaft Corporate culture Electronic commerce -- Management Knowledge management Information technology -- Management Business -- Data processing |
| topic_facet | Datenverarbeitung Wirtschaft Corporate culture Electronic commerce -- Management Knowledge management Information technology -- Management Business -- Data processing |
| url | http://www.loc.gov/catdir/description/wiley035/2001278474.html http://www.loc.gov/catdir/toc/wiley021/2001278474.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016844883&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT neuhauserpeg culturecombuildingcorporatecultureintheconnectedworkplace AT benderray culturecombuildingcorporatecultureintheconnectedworkplace AT strombergkirkl culturecombuildingcorporatecultureintheconnectedworkplace |