Transformations of corporate culture: experiences of Japanese enterprises
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Berlin ; New York
de Gruyter
1998
|
| Schriftenreihe: | De Gruyter studies in organization
83 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXI, 445 S. Ill., graph. Darst. |
| ISBN: | 3110155885 |
Internformat
MARC
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| 084 | |a 17 |2 sdnb | ||
| 100 | 1 | |a Kono, Toyohiro |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Transformations of corporate culture |b experiences of Japanese enterprises |c Toyohiro Kono ; Stewart R. Clegg |
| 264 | 1 | |a Berlin ; New York |b de Gruyter |c 1998 | |
| 300 | |a XXI, 445 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 490 | 1 | |a De Gruyter studies in organization |v 83 | |
| 650 | 7 | |a Bedrijfscultuur |2 gtt | |
| 650 | 4 | |a Corporate culture -- Japan | |
| 650 | 4 | |a Corporations -- Japan | |
| 650 | 4 | |a Industrial management -- Japan | |
| 650 | 4 | |a Organizational behavior -- Japan | |
| 650 | 0 | 7 | |a Unternehmenskultur |0 (DE-588)4131484-0 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Unternehmensentwicklung |0 (DE-588)4125011-4 |2 gnd |9 rswk-swf |
| 651 | 7 | |a Japan |0 (DE-588)4028495-5 |2 gnd |9 rswk-swf | |
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| 689 | 1 | |5 DE-604 | |
| 700 | 1 | |a Clegg, Stewart |d 1947- |e Verfasser |0 (DE-588)120461862 |4 aut | |
| 830 | 0 | |a De Gruyter studies in organization |v 83 |w (DE-604)BV000015072 |9 83 | |
| 856 | 4 | 2 | |m DNB Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008156558&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
Datensatz im Suchindex
| _version_ | 1805068102402048000 |
|---|---|
| adam_text |
TABLE
OF
CONTENTS
1
CONCEPT
OF
CORPORATE
CULTURE
.
1
1
INTRODUCTION
TO
THE
STUDY
OF
CORPORATE
CULTURE
.
5
1.1
PREVIOUS
APPROACHES
.
5
1.2
NEGATIVE
PERSPECTIVES
ON
CORPORATE
CULTURE
.
7
1.3
LIMITATIONS
OF
PAST
RESEARCH
.
8
2
NATURE
AND
KINDS
OF
CORPORATE
CULTURE
.
8
2.1
INTERRELATIONSHIPS
BETWEEN
THE
THREE
DIMENSIONS
.
9
2.2
CORPORATE
CULTURE:
A
GROUP
BEHAVIOR
.
11
2.3
CORPORATE
CULTURE:
A
LASTING
FEATURE
.
11
2.4
CORPORATE
CULTURE:
AN
INVISIBLE
AND
UNCONSCIOUS
PROCESS
.
12
2.5
CORPORATE
CULTURE:
POTENTIALLY
INTEGRATIVE
FOR
THE
ORGANIZATION
13
2.6
KINDS
OF
CORPORATE
CULTURE
.
13
2.7
DOMINANT,
ESPOUSED,
AND
INTERNALIZED
CULTURE
.
15
2.8
COUNTERCULTURE
.
16
2.9
THICK
CULTURE
AND
THIN
CULTURE
.
16
3
FUNCTIONS
OF
CORPORATE
CULTURE
.
17
3.1
FROM
THE
MEMBERS'VIEWPOINT
.
17
3.2
FROM
THE
CORPORATE
VIEWPOINT
.
17
4
IMPORTANCE
OF
CORPORATE
CULTURE
.
19
4.1
WHERE
THE
STRATEGY
CHANGES,
BUT
THE
CORPORATE
CULTURE
TENDS
TO
STAY
THE
SAME
.
19
4.2
WHERE
THE
CULTURE
BECOMES
MORE
STAGNANT
.
20
4.3
WHERE
THE
NECESSITY
OF
INITIATIVES
BY
INDIVIDUAL
MEMBERS
INCREASES
.
21
4.4
WHERE
THE
CORPORATE
CULTURE
RELATES
TO
THE
PERFORMANCE
OF
THE
COMPANY
.
22
5
SUMMARY
.
23
5.1
CORPORATE
CULTURE:
SHARED
VALUES,
DECISION-MAKINGPATTEMS,
AND
OVERT
BEHAVIOR
PATTERNS
.
23
5.2
RELATIONS
BETWEEN
THE
KIND
OF
CORPORATE
CULTURE
AND
THE
UNIT
OF
ANALYSIS
.
23
5.3
THE
THREE
FUNCTIONS
OF
CORPORATE
CULTURE
.
23
X
TABLE
OF
CONTENTS
5.4
THE
IMPORTANCE
OF
CORPORATE
CULTURE
IN
THE
INITIATION
AND
IMPLEMENTATION
OF
SUCCESSFUL
STRATEGY
.
23
5.5
FOUR
PREVIOUSLY
DOMINANT
APPROACHES
TO
RESEARCH
ON
CORPORATE
CULTURE
.
24
2
DIMENSIONS
AND
TYPES
OF
CORPORATE
CULTURE
.
25
1
DIMENSIONS
.
25
1.1
PRINCIPLES
CONCERNING
THE
SELECTION
OF
DIMENSIONS
.
25
1.2
METHOD
OF
SELECTING
THE
DIMENSIONS
.
29
2
TYPES
OF
CORPORATE
CULTURE
.
34
2.1
MERITS
OF
TYPOLOGY
.
34
2.2
A
MODEL
OF
TYPES
OF
CORPORATE
CULTURE
.
35
3
THE
SURVEYS
.
48
3.1
FIRST
SURVEY
.
48
3.2
FINANCIAL
PERFORMANCE
.
49
3.3
SECOND
SURVEY
.
50
4
SHIFT
OF
TYPES
OF
CULTURE
.
51
5
DIFFERENCES
IN
CORPORATE
CULTURE
AMONG
INDUSTRIES
.
52
6
OTHER
TYPOLOGIES
OF
ORGANIZATIONAL
CULTURE
.
53
7
SUMMARY
.
60
7.1
THREE
DIMENSIONS
OF
CORPORATE
CULTURE
.
60
7.2
THE
TYPOLOGY
.
60
7.3
THE
SURVEY
.
61
3
TOTAL
CULTURE
AND
SUBCULTURE
.
65
1
CONCEPT
OF
TOTAL
CULTURE
AND
SUBCULTURE
.
66
2
THICK
CULTURES,
THIN
CULTURES,
AND
SUBCULTURES
.
67
2.1
VALUES
(JOB-RELATED
VALUES)
.
68
2.2
DECISION-MAKING
PATTERN
.
68
2.3
COMMITMENT
.
68
2.4
DIFFERENT
THICKNESSES
OF
CULTURE
.
69
3
FIVE
MODELS
OF
DIVERSITY
.
70
3.1
HOMOGENEOUS
CULTURE:
MONOCULTURE
.
71
3.2
DOMINANT
CULTURE
AND
A
DIVERSIFIED
THICK
CULTURE
.
73
3.3
DOMINANT
CULTURE
AND
DIVERSIFIED,
BUT
MEDIUM
THICK
CULTURE
.
73
3.4
NO
DOMINANT
CULTURE,
BUT
THICK
SUBCULTURES
.
73
3.5
NO
DOMINANT
CULTURE,
NO
SUBCULTURE
.
73
4
DIFFERENCES
OF
SUBCULTURE
BETWEEN
DEPARTMENTS
.
74
4.1
DIFFERENTIATION
BY
PRODUCTS
.
74
4.2
DIFFERENTIATION
BY
FUNCTIONS
.
76
TABLE
OF
CONTENTS
XI
5
DIFFERENCES
BETWEEN HIERARCHICAL
LEVELS
.
79
6
DIFFERENCES
AMONG
AGE
GROUPS
.
82
7
DIFFERENCES
BETWEEN
MEN
AND
WOMEN
.
83
8
EFFECTS
OF
DIVERSITY
OF
SUBCULTURES
.
85
8.1
ADVANTAGES
OF
SUBCULTURAL
DIVERSITY
.
85
8.2
DISADVANTAGES
OF
SUBCULTURAL
DIVERSITY
.
87
9
CHANGE
AND
INTERFACE
BETWEEN
SUBCULTURES
.
88
9.1
DIRECTION
OF
CHANGE
.
88
9.2
CONDITIONS
FOR
SELECTING
DIRECTIONS
OF
CHANGE
.
89
10
MEANS
FOR
ASSIMILATION
AND
DIFFERENTIATION
.
91
10.1
HOMOGENIZATION
AND
INSTALLATION
OF
DOMINANT
CULTURE
.
91
10.2
DEVELOPMENT
AND
PRESERVATION
OF
SUBCULTURES
.
92
10.3
DIFFERENTIATED
PERSONNEL
MANAGEMENT
SYSTEMS
FOR
WOMEN
EMPLOYEES
.
94
11
SUMMARY
.
96
11.1
DIFFERENCES
BETWEEN
SUBCULTURES
.
96
11.2
THE
MODEL
OF
DIVERSITY
TO
AIM
FOR
.
96
11.3
DIFFERENCES
BY
DEPARTMENTS
.
97
11.4
VARIATION
OF
SUBCULTURE
DEPENDING
ON
THE
LEVEL
OF
HIERARCHY
.
97
11.5
AGE
AND
THE
CULTURE
OF
MEMBERS
.
97
11.6
ATTITUDES
OF
WORKING
WOMEN
VERSUS
ATTITUDES
OF
WORKING
MEN
97
11.7
SUBSIDIARY
SUBCULTURES
OVERSEAS
.
98
11.8
DIVERSITY
OF
SUBCULTURE:
A
MIXED
BLESSING?
.
98
11.9
GETTING
THE
APPROPRIATE
MIX
OF
CULTURES
AND
SUBCULTURES
.
98
11.10
DIRECTIONS
OF
SUBCULTURAL
CHANGE
.
99
4
DEVELOPMENT
OF
CORPORATE
CULTURE
.
101
1
CULTURE
AND
OTHER
DESCRIPTIVE
VARIABLES
.
101
1.1
PERSONALITY
.
101
1.2
ATTITUDE
.
103
1.3
ATTITUDE,
PERSONALITY,
AND
ORGANIZATIONAL
CULTURE
.
105
1.4
ORGANIZATIONAL
CLIMATE
.
105
1.5
MOTIVATION
.
106
1.6
FORMAL
SYSTEMS
.
106
1.7
FACTORS
THAT
DEVELOP
PERSONALITY
AND
ATTITUDE
.
107
2
DEVELOPMENT
OF
GROUP
ATTITUDES
.
ILL
2.1
PERSONALITY,
INDIVIDUAL
ATTITUDES,
AND
CORPORATE
CULTURE
.
ILL
2.2
WHY
A
GROUP
ATTITUDE
DEVELOPS?
.
112
3
FACTORS
THAT
DEVELOP
A
CORPORATE
CULTURE
.
114
3.1
EXTERNAL
FACTORS
.
114
3.2
INTERNAL
FACTORS
.
114
XII
TABLE
OF
CONTENTS
4
SYMBIOTIC
RELATIONS
BETWEEN
ENVIRONMENTS
AND
MEMBERS
.
120
5
INFLUENCING
AGENTS
.
121
5.1
TOP
MANAGEMENT
.
121
5.2
MIDDLE
MANAGERS,
PROJECT
MANAGERS,
OPINION
LEADERS,
AND
HEROES
.
121
5.3
COLLEAGUES
.
122
6
FACTORS
AFFECTING
THE
EXTENT
OF
DIFFUSION
OF
CORPORATE
CULTURE
.
122
7
THE
CASE
OF
HONDA
MOTORS
.
123
7.1
TOP
MANAGEMENT
.
125
7.2
PRODUCT
DEVELOPMENT
.
125
7.3
PERSONNEL
MANAGEMENT
SYSTEM
.
126
7.4
THE
POLICY
OF
RECRUITING
NEW
EMPLOYEES
.
126
7.5
IDEAS
CONTEST
.
127
7.6
AN
IDEA
ROOM
.
128
7.7
GROUP
STUDY
.
128
7.8
MY
DIARY
.
128
7.9
SOCIAL
DISTANCE
.
128
7.10
THE
IMPLICATION
OF
THE
HONDA
CASE
.
129
8
THE
CASE
OF
HITACHI
COMPANY
.
129
9
SUMMARY
.
131
9.1
PERSONALITY
AND
ATTITUDE
FORMATION
.
131
9.2
MEMBERS
IN
A
GROUP
TEND
TO
HAVE
A
SIMILAR
ATTITUDE
.
131
9.3
FORMATION
OF
CORPORATE
CULTURE
.
132
9.4
DIFFUSION
OF
CORPORATE
CULTURE
.
132
9.5
THE
CRUCIAL
ROLE
OF
TOP
MANAGEMENT
.
132
5
TRANSFORMATION
OF
CORPORATE
CULTURE
-
FACTORS
AND
AGENTS
OF
CHANGE
.
133
1
SELECTED
LITERATURE
REVIEW
OF
ORGANIZATION
CHANG
E
.
133
1.1
DIFFICULTY
OF
CHANGE
.
133
1.2
TRAINING
'
S
POTENTIAL
TO
CHANGE
BEHAVIOR
.
133
1.3
STRENGTH
OF
NEEDS
AND
THE
POSSIBILITY
OF
THEIR
CHANGE
.
133
1.4
LEADERSHIP
STYLE
AND
BEHAVIORAL
CHANGE
.
134
1.5
STUDIES
OF
ORGANIZATIONAL
CULTURE:
GAPS
IN
THE
PRESENTATION
OF
THE
CHANGE
PROCESS
.
134
1.6
A
COMPREHENSIVE
MODEL
.
135
1.7
SPECIFIC
ISSUES
ADDRESSED
BY
THE
LITERATURE
.
135
2
THE
MEANING
OF
TRANSFORMATION
.
136
2.1
CHANGING
ELEMENTS
OF
CULTURE
.
137
2.2
CHANGING
SHARED
VALUES
AND
EVALUATIONS
.
138
2.3
NATURAL
TRANSFORMATION
AND
INTENTIONAL
TRANSFORMATION
.
138
TABLE
OF
CONTENTS
XIII
2.4
CHANGE
MADE
POSSIBLE
BY
INTERNAL
ENVIRONMENTS
.
139
2.5
SIZE
OF
CHANGE
.
140
3
NEEDS
AND
PROBLEMS
OF
TRANSFORMATION
.
140
4
FACTORS
CHANGING
THE
CORPORATE
CULTURE
.
142
4.1
INFORMATION
APPROACH
.
142
4.2
LEARNING
THROUGH
EXPERIENCE,
A
NEW
SYMBOLIC
PRODUCT-MARKET
STRATEGY
AND
THE
DIFFUSION
OF
A
SPIRIT
OF
EXPERIMENTATION
.
143
4.3
REWARDS
AND
SANCTION
SYSTEM
.
143
4.4
COMBINATION
OF
THE
THREE
FACTORS
.
144
4.5
FLOW
CHART
OF
CHANGE
BY
THREE
FACTORS
-
A
MODEL
OF
CULTURE
CHANGE
.
145
5
SURVEY
RESULTS
OF
REASONS
FOR
CULTURE
CHANGE
.
147
5.1
SURVEY
RESULTS
IN
JAPAN
.
147
5.2
SURVEY
RESULTS
IN
THREE
COUNTRIES
.
150
6
ILLUSTRATIONS
OF
IMPACTS
OF
THREE
FACTORS
ON
CORPORATE
CULTURE
.
152
6.1
CHANGE
OF
CULTURE
AT
JAPANESE
NATIONAL
RAILWAYS
-
PARTICULARLY
TOKAI
RAILWAYS
COMPANY
.
152
6.2
H
COMPANY
-
A
CASE
OF
DETERIORATION
OF
CULTURE
.
154
7
CULTURE
CHANGE
OR
STRATEGY
CHANGE
.
154
7.1
CULTURE
CHANGE
FIRST
OR
STRATEGY
CHANGE
FIRST?
.
154
7.2
DIFFUSION
OF
CHANGE
FROM
ONE
SECTOR
TO
OTHER
SECTORS
.
156
8
INFLUENCE
AGENTS
.
159
8.1
TOP
MANAGEMENT
.
159
8.2
MIDDLE
MANAGEMENT
.
160
8.3
ISLANDS
OF
INNOVATORS
.
161
9
DIFFICULTY
OF
CHANGE
.
163
10
SOME
APPROACHES
THAT
DECREASE
THE
PERCEIVED
DISTANCE
OF
CHANGE
.
165
11
THE
ASAHI
BREWERIES
CASE
.
167
11.1
THE
BACKGROUND
TO
ASAHI
BREWERIES
.
167
11.2
A
NEW
PRESIDENT
AND
NEW
MANAGEMENT
CONCEPTS
.
169
11.3
CHANGES
OF
CORPORATE
CULTURE
AT
THE
TOP
AND
MIDDLE
MANAGEMENT
LEVEL
.
174
11.4
IMPROVEMENT
OF
ORGANIZATIONAL
STRUCTURE
AND
PROGRAMS
.
175
11.5
CHANGES
IN
EMPLOYEE
CULTURE
.
176
12
CANON
COMPANY
-
SUSTAINING
A
VITALIZED
CULTURE
.
176
13
SUMMARY
.
181
13.1
TRANSFORMATION
OF
ORGANIZATIONS
AND
REVITALIZATION
OF
CORPORATE
CULTURE
.
181
13.2
A
CHANGE
OF
CULTURE
AND
NECESSARY
CHANGE
OF
CORPORATE
STRATEGY
.
181
13.3
THE
THREE
FACTORS
THAT
CONTRIBUTE
TO
CHANGE
OF
CORPORATE
CULTURE
.
182
XIV
TABLE
OF
CONTENTS
13.4
THE
ROLE
OF
A
SUCCESSFUL
EXPERIMENT
IN
REVITALIZING
THE
ORGANIZATION
AS
A
WHOLE
.
182
13.5
THE
TOP
MANAGEMENT
AS
A
CHANGE
AGENT
.
182
6
TRANSFORMATION
OF
CORPORATE
CULTURE
-
CONTINUED
ORGANIZATIONAL
AND
PSYCHOLOGICAL
PROCESS
.
183
1
ORGANIZATIONAL
PROCESS
-
THREE
MODELS
.
183
1.1
THE
TOP-DOWN
PROCESS
.
184
1.2
DIFFUSION
OF
EXPERIMENTS
.
184
1.3
THE
GRASS-ROOTS
APPROACH
.
185
2
COLLECTION
OF
INFORMATION
IN
THE
TOP-DOWN
APPROACH
.
187
3
CONDITIONS
TO
PROMOTE
GROUP PROCESS:
EXPERIENCES
FROM
QUALITY
CIRCLE
ACTIVITIES
.
189
3.1
STRUCTURE
OF
THE
GROUP
.
191
3.2
ROLE
OF
THE
LEADER
.
192
3.3
GROUP
INTERACTION
.
193
4
PSYCHOLOGICAL
PROCESS
OF
TRANSFORMATION
-
UNFREEZE,
CHANGE,
AND
REFREEZE
.
194
4.1
UNFREEZING
.
194
4.2
CHANGE
.
196
4.3
REFREEZING
.
197
5
TIMING
OF
CHANGE
.
198
5.1
FAVORABLE
MOMENT
FOR
CHANGE
.
198
5.2
TIME
REQUIRED
TO
CHANGE
AND
THE
DURABILITY
OF
CHANGE
.
199
6
CONDITIONS
OF
MEMBERS
.
200
6.1
WHY
DO
THE
ATTITUDES
OF
MEMBERS
CHANGE?
.
200
6.2
EXTENT
OF
CHANGE
-
IDENTIFICATION
WITH
THE
ORGANIZATION
.
201
6.3
CHANGE
OF
EACH
ELEMENT
OF
CULTURE
.
202
6.4
CHANGE
OF
VALUES
.
203
6.5
NEEDS
.
203
6.6
INTERRELATIONSHIP
.
207
6.7
INTERNALIZATION
.
208
6.8
CONDITIONS
LEADING
TO
THE
INTERNALIZATION
OF
CHANGE
.
209
7
DISCUSSION
.
210
8
FAILURES
AND
SUCCESSES
OF
CHANGE
.
213
9
SUMMARY
.
214
9.1
THREE
ORGANIZATIONAL
PROCESS
MODELS
OF
CHANGE
.
214
9.2
SMALL
GROUP
ACTIVITIES
.
214
9.3
THE
PSYCHOLOGICAL
PROCESS
OF
CHANGE
.
215
9.4
THE
CHANGE
OF
CULTURE
IS,
IN
PART,
A
DETERMINATION
TO
CHANGE
THE
DECISION
PROGRAM
.
215
TABLE
OF
CONTENTS
XV
9.5
INFLUENCING
THE
EXTENT
OF
CHANGE
.
215
9.6
WHICH
ELEMENT
TO
CHANGE
FIRST?
.
215
9.7
INTERNALIZATION
.
216
9.8
FAILURE
TO
CHANGE
.
216
7
CORPORATE
PHILOSOPHY
AND
CORPORATE
VISION
.
217
1
CONCEPT
OF
CORPORATE
PHILOSOPHY
AND
VISIONS
.
220
1.1
CREEDS
.
221
1.2
VISIONS
.
222
2
EFFECTS
AND
LIMITATIONS
.
223
2.1
EFFECTS
OF
CORPORATE
CREED
AND
VISION
.
223
3
LIMITATIONS
OF
CORPORATE
CREED
AND
VISIONS
.
224
3.1
OBSOLESCENCE
.
224
3.2
AMBIGUITY
AND
LACK
OF
DIFFERENTIATION
.
225
3.3
CONFLICT
OF
VALUES
AND
PRINCIPLES
IN
THE
ITEMS
OF
A
CREED
.
225
3.4
CORPORATE
CREED:
CREATING
EXCESSIVE
HOMOGENIZATION
.
226
4
SURVEY
OF
CORPORATE
CREEDS
.
226
5
INTERNALIZATION
OF
PHILOSOPHY
AND
VISIONS
.
229
5.1
INFORMATION
APPROACH:
INDOCTRINATION
ACTIVITIES
.
229
5.2
EXPERIENCE
APPROACH
.
230
5.3
SANCTION
APPROACH
.
231
6
CHANGE
PROCESS
.
231
6.1
THE
CASE
OF
OMRON
COMPANY:
21ST-CENTURY
VISION
.
231
6.2
THE
CASE
OF
TORAY
.
234
6.3
THE
CASE
OF
KEIHIN
RAILWAYS
.
235
7
SUCCESS
FACTORS
.
235
7.1
CONTENTS
OF
SUCCESSFUL
CREEDS
.
236
7.2
THE
EXPRESSION
OF
SUCCESSFUL
CREEDS
.
236
7.3
FORMULATION
OF
CREEDS
.
237
7.4
CASES
OF
FAILURE
OF
CREEDS
.
237
8
SUMMARY
.
238
8.1
EXPRESSION
OF
CORPORATE
PHILOSOPHY
IN
THE
CORPORATE
CREED
.
238
8.2
THE
CORPORATE
CREED
AND
VISIONS:
AN
UMBRELLA
CULTURE
.
238
8.3
KEY
ITEMS
FOR
A
CREED
.
239
8.4
INTERNALIZATION
OF
THE
CORPORATE
CREED
.
239
8.5
THE
PROCESS
OF
CREATING
THE
CREED
.
239
8.6
FACTORS
FOR
SUCCESSFUL
CREEDS
.
240
XVI
TABLE
OF
CONTENTS
8
PRODUCT-MARKET
STRATEGY
.
241
1
INTERRELATIONSHIP
BETWEEN
THE
PRODUCT-MARKET
STRATEGY
AND
CORPORATE
CULTURE
.
241
2
PRINCIPLES
ALREADY
STATED
IN
PREVIOUS
CHAPTERS
.
243
2.1
STATIC
RELATIONS
.
243
2.2
APPROACHES
TO
CHANGING
CORPORATE
CULTURE
-
DYNAMIC
PROCESSES
.
243
2.3
WHETHER
THE
STRATEGY
SHOULD
ADAPT
TO
THE
EXISTING
CULTURE
OR
NOT?
.
244
2.4
THE
CULTURE
CHANGE
FIRST
OR
THE
STRATEGY
CHANGE
FIRST?
.
245
3
SOME
PROBLEMS
IN
THE
CHANGE
OF
STRATEGIES
AND
PRINCIPLES
TO
SOLVE
DIEM
.
245
3.1
SEEMINGLY
POSITIVE
STRATEGIES
IMPAIRING
CULTURE
.
245
3.2
PREVENTION
OF
STAGNATION
OF
CORPORATE
CULTURE
WHILE
CARRYING
OUT
NEGATIVE
STRATEGIES
.
246
4
DANGER
THAT
THE
CULTURE
OF
A
MAJOR
PRODUCT
DOMINATES
THE
OTHER
SUBCULTURES
.
249
5
PRODUCT
MIX
AND
NEW
PRODUCT
DEVELOPMENT
.
250
5.1
DIVERSIFICATION
.
250
5.2
SPECIALIZATION
.
251
5.3
NEW
PRODUCT
DEVELOPMENT
.
252
6
VERTICAL
INTEGRATION
.
253
6.1
CONCEPT
AND
TYPES
.
253
6.2
THE
PROBLEM
AREAS
.
254
6.3
EFFECTS
OF
FORWARD
VERTICAL
INTEGRATION
ON
THE
CONTROLLING
COMPANY
.
254
6.4
EFFECTS
OF
BACKWARD
INTEGRATION
ON
THE
CONTROLLING
COMPANY
.
255
6.5
EFFECT
ON
THE
CONTROLLED
COMPANIES
.
255
6.6
CONDITIONS
THAT
SUSTAIN
VITALIZED
CULTURE
IN
QUASI-INTEGRATED
GROUP
COMPANIES
.
256
7
MULTINATIONAL
MANAGEMENT
.
257
7.1
CONCEPT
AND
TYPES
.
257
7.2
PROBLEM
AREAS
.
257
7.3
EFFECTS
OF
MULTINATIONAL
MANAGEMENT
ON
THE
PARENT
COMPANY.
.
257
7.4
FORMATION
OF
THE
CORPORATE
CULTURE
IN
THE
SUBSIDIARIES
.
259
7.5
CONFLICTING
VIEWS
ON
BEHAVIOR PATTERNS
OF
MEMBERS
.
262
8
COMPETITION
.
263
8.1
CONCEPT
AND
TYPES
.
263
8.2
PROBLEM
AREAS:
HOW
THE
CORPORATE
CULTURE
AFFECTS
COMPETITION
.
263
8.3
EFFECTS
OF
COMPETITION
ON
CORPORATE
CULTURE
.
264
TABLE
OF
CONTENTS
XVII
9
INTERNAL
DEVELOPMENT
AND
EXTERNAL
DEVELOPMENT
.
266
9.1
CONCEPT
AND
TYPES
.
266
9.2
PROBLEM
AREAS
.
266
9.3
IMPACT
OF
EXTERNAL
DEVELOPMENT
ON
THE
CORPORATE
CULTURE
.
268
10
SUMMARY
.
271
10.1
INTERDEPENDENCE
OF
PRODUCT-MARKET
STRATEGY
AND
CORPORATE
CULTURE
.
271
10.2
THREE
APPROACHES
TO
CHANGE
THE
CULTURE
.
271
10.3
RELATEDNESS
BETWEEN
TYPE
OF
PRODUCT
AND
FEATURES
OF
CULTURE
.
271
10.4
NEGATIVE
STRATEGY:
NOT
NECESSARILY
A
THREAT
TO
CORPORATE
CULTURE
.
271
10.5
RELATION
OF
PRODUCT-MARKET
STRATEGIES
ON
CORPORATE
CULTURE
.
272
10.6
CORPORATE
CULTURE
AND
TYPES
OF
VERTICAL
INTEGRATION
.
274
10.7
MULTINATIONAL
MANAGEMENT
AND
EXPANSION
OF
MEMBERS'
IMAGINATIONS
WORLD-WIDE
.
274
10.8
COMPETITION
.
274
10.9
INTERNAL
OR
EXTERNAL
DEVELOPMENT
.
275
9
ORGANIZATIONAL
STRUCTURE
AND
PERSONNEL
MANAGEMENT
SYSTEM
.
277
1
ORGANIZATIONAL
SETTING
AND
VITALIZED
CULTURE
.
277
1.1
PHYSICAL
WORK
ENVIRONMENT
.
277
2
ORGANIZATIONAL
STRUCTURE
.
281
2.1
STRONG
STRATEGIC
PLANNING
DEPARTMENTS
.
281
2.2
CENTRALIZE
STRATEGIC
DECISIONS,
DECENTRALIZE
OPERATIONAL
DECISIONS
.
282
2.3
INTERFACING
BETWEEN
DEPARTMENTS
.
283
3
SYSTEMS
AND
RULES
THAT
VITALIZE
CULTURE
.
284
3.1
COMMUNICATION
SYSTEMS
THAT
ENCOURAGE
NEW
IDEAS
.
284
3.2
SYSTEMS
THAT
ENCOURAGE
SPONTANEOUS
IDEAS
.
286
4
PERSONNEL
MANAGEMENT
SYSTEMS
.
292
4.1
RECRUITMENT
.
294
4.2
ALLOCATION,
MANPOWER
PLANNING,
AND
WORK
RULES
.
296
4.3
DIVERSIFIED
PERSONNEL
ASSIGNMENT
SYSTEMS
.
296
4.4
ALLOCATION
OF
COMPETENT
PERSONNEL
TO
THE
STRATEGIC
DEPARTMENT
AND
LEAN
STAFFING
IN
EVERY
DEPARTMENT
.
297
4.5
DIVERSIFIED
PERSONNEL
ASSIGNMENT
SYSTEMS
DEPENDING
ON
THE
NEEDS
OF
EMPLOYEES
.
298
4.6
MULTIPLE
COURSES:
NATIONAL
COURSE
AND
LOCAL
COURSE
.
298
4.7
POSTING
OF
JOBS
THAT
REQUIRE
FILLING
.
299
4.8
CHILD
CARE
LEAVE
(MATERNITY
LEAVE)
.
299
XVIII
TABLE
OF
CONTENTS
4.9
LONG
TERM
VACATION
.
300
4.10
FLEXI-TIME
.
300
4.11
PROMOTION
AND
REMUNERATION
.
300
4.12
TRAINING
AND
COMMUNICATION
.
305
4.13
BASIC
PRINCIPLES
UNDERLYING
PERSONNEL
MANAGEMENT
SYSTEMS
.
311
5
SURVEY
RESULTS
CONCERNING
THE
RELATIONS
BETWEEN
ORGANIZATIONAL
STRUCTURE,
PERSONNEL
MANAGEMENT
SYSTEM,
AND
CORPORATE
CULTURE
.
312
6
THE
CASE
OF
KIRIN
BREWERIES
.
314
6.1
OUTLINE
OF
THE
COMPANY
AND
ITS
PROBLEMS
.
314
6.2
THE
NEW
CORPORATE
CREED
AND
THE
NEW
CORPORATE
VISION
.
314
6.3
PRODUCT-MARKET
STRATEGY
.
316
6.4
PERSONNEL
MANAGEMENT
SYSTEM
.
317
6.5
IMPLICATIONS
OF
DIE
KIRIN
CASE
.
323
7
LIMITATIONS
OF
ORGANIZATIONAL
SETTINGS
AND
PERSONNEL
MANAGEMENT
SYSTEMS
IN
CHANGING
ORGANIZATIONAL
CULTURE
.
323
8
SUMMARY
.
324
8.1
THE
PRINCIPLE
OF
PROVIDING
INNOVATION
CONDITIONS
.
324
8.2
INNOVATION
PRINCIPLES
DIFFER
FROM
THOSE
FOR
ORGANIC
ORGANIZATIONS
.
325
8.3
CHANGE
OF
BEHAVIOR
BY
RULES
AND
SANCTIONS
.
325
8.4
PERSONNEL
MANAGEMENT
SYSTEMS
.
325
10
TOP
MANAGEMENT
.
327
1
ORGANIZATION
OF
TOP
MANAGEMENT
.
327
2
TYPES
OF
TOP
MANAGEMENT
TEAM
DECISION-MAKING
AND
CEO
LEADERSHIP
.
328
2.1
INNOVATIVE
AND
ANALYTICAL
TYPE
.
330
2.2
INNOVATIVE
AND
AUTHORITARIAN
TYPE
.
331
2.3
CONSERVATIVE
AND
ANALYTICAL
TYPE
.
332
3
INTERVIEWS
WITH
COMPANY
PRESIDENTS
ON
THE
REQUIRED
MANAGERIAL
ATTIDUES
OF
TOP
MANAGERS
.
333
4
FACTORS
AFFECTING
TOP
MANAGEMENT
TEAM
DECISION-MAKING
AND
LEADERSHIP
PATTERNS
.
336
4.1
PRIMARY
ENVIRONMENTS
.
336
4.2
SPECIFICALLY
JAPANESE
DEMOGRAPHIC
FACTORS
OF
TOP
MANAGEMENT
.
340
4.3
DIFFERENCE
IN
DEMOGRAPHIC
FACTORS
AMONG
TOP
MANAGEMENT
OF
JAPANESE
CORPORATIONS
AND
THEIR
EFFECTS
ON
DECISION-MAKING
AND
ON
CORPORATE
CULTURE
.
342
5
ORGANIZATION
.
345
TABLE
OF
CONTENTS
5.1
THE
POWER
OF
THE
BOARD
OF
DIRECTORS
.
345
5.2
EFFECTS
OF
GROUP
DECISION-MAKING
AT
THE
TOP
.
345
5.3
THE
LEADERSHIP
OF
THE
PRESIDENT
IN
THE
MANAGEMENT
COMMITTEE
.
346
6
SELECTION
AND
TURNOVER
OF
THE
PRESIDENT
-
CEO
.
346
6.1
SELECTORS
.
347
6.2
CASES
OF
DEFECTIVE
SELECTION
.
348
6.3
LIMITATION
OF
EFFECTS
ON
THE
CORPORATE
CULTURE
BY
A
CHANGE
OF
TOP
MANAGEMENT
.
349
7
CHANGE
OF
ATTITUDE
OF
THE
TOP
MANAGEMENT
.
349
7.1
INFORMATION
APPROACH
.
349
7.2
EXPERIENCE
APPROACH
.
350
7.3
SANCTIONS
FROM
THE
MARKET
MECHANISM
AND
FROM
THE
SOCIAL
FEEDBACK
SYSTEM
.
351
8
THE
CASE
OF
3M
.
352
9
SUMMARY
.
353
9.1
TOP
MANAGEMENT
.
353
11
INTERNATIONAL
COMPARISON
OF
CORPORATE
CULTURE
.
357
1
INCREASED
INTEREST
IN
JAPANESE
CORPORATE
CULTURE
.
357
1.1
SPECIFIC
REASONS
FOR
THE
INTEREST
IN
JAPANESE
CORPORATE
CULTURE
.
357
1.2
JAPANESE
CORPORATE
CULTURES
-
A
PARTIAL
PERSPECTIVE
.
358
1.3
JAPANESE
CULTURE
.
358
1.4
ORGANIZATION
ORIENTEDNESS
AND
CONSENSUS
IN
JAPAN
.
360
1.5
JAPANESE
CORPORATE
CULTURE
IN
COMPARATIVE
PERSPECTIVE
.
365
2
INTERNATIONAL
COMPARISON
OF
OVERALL
CULTURE
-
JAPAN,
THE
UNITED
STATES,
AND
INDIA
.
365
2.1
ASSUMPTIONS
IN
CROSS-CULTURAL
ANALYSIS
.
265
2.2
GENERAL
FEATURES
FOR
COMPARISON
.
367
2.3
SHARED
VALUES
.
368
3
CORPORATE
PHILOSOPHY
.
372
3.1
LONG-TERM
GROWTH
.
372
3.2
CREEDS
AND
VISIONS
.
373
4
INFORMATION
COLLECTION
.
374
4.1
ANALYTICAL
METHOD
.
374
4.2
SHAREDINFORMATION
.
375
4.3
PROBLEMS
WITH
ANALYTICAL
METHODS
AND
INFORMATION
SHARING
IN
JAPAN
.
376
4.4
IDEA
GENERATION
.
378
5
EVALUATION
.
380
XX
TABLE
OF
CONTENTS
5.1
RISK-TAKING
BY
CONSENSUS
.
380
5.2
LONG
TERM
GROWTH
IS
AN
IMPORTANT
BASIS
OF
EVALUATION
.
382
5.3
PROBLEMS
WITH
EVALUATION
.
382
5.4
SOCIAL
DISTANCE
.
383
6
RESPONSE
TO
NEW
OPPORTUNITIES
.
385
6.1
QUICK RESPONSE
AFTER
CONSENSUS
.
385
6.2
CONCENTRATED
RESOURCE
ALLOCATION
.
386
6.3
PROBLEMS
WITH
RESPONSES
TO
NEW
OPPORTUNITIES
.
387
7
COMMITMENT
TO
THE
JOB
AND
TO
THE
ORGANIZATION
.
387
7.1
UNTIRING
EFFORTS
AND
THE
SACRIFICE
OF
PRIVATE
LIFE
.
387
7.2
LIFE
TIME
EMPLOYMENT
.
388
7.3
PROBLEMS
WITH
COMMITMENT
TO
THE
JOB
AND
TO
THE
ORGANIZATION
.
388
8
FUTURE
OF
JAPANESE
CORPORATE
CULTURE
.
390
8.1
CAUSAL
FACTORS
AND
THE
CHARACTERISTICS
OF
JAPANESE
CULTURE
.
390
8.2
FUTURE
PROBLEMS
OF
JAPANESE
CULTURE
.
393
9
COMPARING
CORPORATE
CULTURES
.
395
9.1
COMPARISON
OF
CORPORATE
CULTURE
BETWEEN
COMPANIES
.
395
9.2
COMPARISON
OF
CORPORATE
CULTURE
AMONG
INDUSTRIES
.
400
9.3
INTER-ORGANIZATIONAL
COMPARISONS
AT
THE
LEVEL
OF
FUNCTIONAL
DEPARTMENTS
.
401
9.4
INTER-ORGANIZATIONAL
COMPARISONS
AT
THE
LEVEL
OF
DIFFERENCES
BETWEEN
HIERARCHICAL
LEVELS
.
403
9.5
INTER-ORGANIZATIONAL
COMPARISONS
AT
THE
LEVEL
OF
DIFFERENCES
AMONG
AGE
GROUPS
.
404
10
SUMMARY
.
406
10.1
CROSS
NATIONAL
COMPARISON
OF
JAPAN,
UNITED
STATES,
AND
INDIA
.
406
10.2
FUTURE
CHANGES
IN
CORPORATE
CULTURE?
.
407
10.3
INTRA-ORGANIZATIONAL
VARIATIONS
IN
CORPORATE
CULTURE
.
408
10.4
COMPARATIVE
INTERORGANIZATIONAL
DIFFERENCES
IN
SUBCULTURES
.
408
11
ADDENDUM
.
408
11.1
SURVEY
OF
CAUSAL
FACTORS
ASSOCIATED
WITH
CULTURE
.
408
11.2
SOME
PROBLEMS
WITH
SAMPLE
BIAS
AND
EXTERNAL
FACTORS
.
410
APPENDICES
1
PHRASES
EXPRESSING
CORPORATE
CULTURE
-
CONTRASTING
PATTERNS
.
413
2
FACTOR
ANALYSIS
.
417
3
CLUSTER
ANALYSIS
.
421
4
QUESTIONNAIRE
.
422
TABLE
OF
CONTENTS
XXI
REFERENCES
.
429
INDEX
.
441 |
| any_adam_object | 1 |
| author | Kono, Toyohiro Clegg, Stewart 1947- |
| author_GND | (DE-588)120461862 |
| author_facet | Kono, Toyohiro Clegg, Stewart 1947- |
| author_role | aut aut |
| author_sort | Kono, Toyohiro |
| author_variant | t k tk s c sc |
| building | Verbundindex |
| bvnumber | BV012050388 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7.K65 1998 |
| callnumber-search | HD58.7.K65 1998 |
| callnumber-sort | HD 258.7 K65 41998 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QG 870 QP 323 QP 340 QP 342 |
| ctrlnum | (OCoLC)38910090 (DE-599)BVBBV012050388 |
| dewey-full | 658/.045/095221 658/.045/0952 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658/.045/0952 21 658/.045/0952 |
| dewey-search | 658/.045/0952 21 658/.045/0952 |
| dewey-sort | 3658 245 3952 221 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| geographic | Japan (DE-588)4028495-5 gnd |
| geographic_facet | Japan |
| id | DE-604.BV012050388 |
| illustrated | Illustrated |
| indexdate | 2024-07-20T03:44:48Z |
| institution | BVB |
| isbn | 3110155885 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008156558 |
| oclc_num | 38910090 |
| open_access_boolean | |
| owner | DE-19 DE-BY-UBM DE-N2 DE-12 DE-384 DE-355 DE-BY-UBR DE-521 DE-634 DE-11 DE-2070s DE-188 |
| owner_facet | DE-19 DE-BY-UBM DE-N2 DE-12 DE-384 DE-355 DE-BY-UBR DE-521 DE-634 DE-11 DE-2070s DE-188 |
| physical | XXI, 445 S. Ill., graph. Darst. |
| publishDate | 1998 |
| publishDateSearch | 1998 |
| publishDateSort | 1998 |
| publisher | de Gruyter |
| record_format | marc |
| series | De Gruyter studies in organization |
| series2 | De Gruyter studies in organization |
| spelling | Kono, Toyohiro Verfasser aut Transformations of corporate culture experiences of Japanese enterprises Toyohiro Kono ; Stewart R. Clegg Berlin ; New York de Gruyter 1998 XXI, 445 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier De Gruyter studies in organization 83 Bedrijfscultuur gtt Corporate culture -- Japan Corporations -- Japan Industrial management -- Japan Organizational behavior -- Japan Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 gnd rswk-swf Japan (DE-588)4028495-5 gnd rswk-swf Japan (DE-588)4028495-5 g Unternehmenskultur (DE-588)4131484-0 s DE-604 Unternehmensentwicklung (DE-588)4125011-4 s Clegg, Stewart 1947- Verfasser (DE-588)120461862 aut De Gruyter studies in organization 83 (DE-604)BV000015072 83 DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008156558&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kono, Toyohiro Clegg, Stewart 1947- Transformations of corporate culture experiences of Japanese enterprises De Gruyter studies in organization Bedrijfscultuur gtt Corporate culture -- Japan Corporations -- Japan Industrial management -- Japan Organizational behavior -- Japan Unternehmenskultur (DE-588)4131484-0 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd |
| subject_GND | (DE-588)4131484-0 (DE-588)4125011-4 (DE-588)4028495-5 |
| title | Transformations of corporate culture experiences of Japanese enterprises |
| title_auth | Transformations of corporate culture experiences of Japanese enterprises |
| title_exact_search | Transformations of corporate culture experiences of Japanese enterprises |
| title_full | Transformations of corporate culture experiences of Japanese enterprises Toyohiro Kono ; Stewart R. Clegg |
| title_fullStr | Transformations of corporate culture experiences of Japanese enterprises Toyohiro Kono ; Stewart R. Clegg |
| title_full_unstemmed | Transformations of corporate culture experiences of Japanese enterprises Toyohiro Kono ; Stewart R. Clegg |
| title_short | Transformations of corporate culture |
| title_sort | transformations of corporate culture experiences of japanese enterprises |
| title_sub | experiences of Japanese enterprises |
| topic | Bedrijfscultuur gtt Corporate culture -- Japan Corporations -- Japan Industrial management -- Japan Organizational behavior -- Japan Unternehmenskultur (DE-588)4131484-0 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd |
| topic_facet | Bedrijfscultuur Corporate culture -- Japan Corporations -- Japan Industrial management -- Japan Organizational behavior -- Japan Unternehmenskultur Unternehmensentwicklung Japan |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008156558&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV000015072 |
| work_keys_str_mv | AT konotoyohiro transformationsofcorporatecultureexperiencesofjapaneseenterprises AT cleggstewart transformationsofcorporatecultureexperiencesofjapaneseenterprises |