Success factor: corporate culture: developing a corporate culture for high performance and long-term competitiveness ; six best practices
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English German |
| Veröffentlicht: |
Gütersloh
Verl. Bertelsmann-Stifung
2006
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 251 S. graph. Darst. |
| ISBN: | 3892048789 |
Internformat
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| 245 | 1 | 0 | |a Success factor: corporate culture |b developing a corporate culture for high performance and long-term competitiveness ; six best practices |c Sonja A. Sackmann |
| 264 | 1 | |a Gütersloh |b Verl. Bertelsmann-Stifung |c 2006 | |
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| 650 | 4 | |a Unternehmenskultur - Unternehmensziel - Erfolgsfaktor - Fallstudiensammlung | |
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Datensatz im Suchindex
| _version_ | 1804136432661430273 |
|---|---|
| adam_text | Contents
Preface 13
Foreword to the German edition 15
Acknowledgments 19
Author s preface to the English edition 21
Parti
Corporate culture and leadership—factors for corporate success 23
1. Corporate culture:
Fashion, fad or a critical factor for staying competitive? 25
1.1 What is corporate culture? 26
1.2 What does corporate culture do? 29
1.2.1 Reducing complexity 29
1.2.2 Coordinating action 30
1.2.3 Providing a source of meaning 31
1.2.4 Providing continuity 31
1.3 Corporate culture and performance 31
1.4 What makes corporate culture critical for a firm s success? 33
1.5 Leadership behavior—a key determinant of corporate culture 38
1.5.1 Top management s role in developing corporate culture 38
1.5.2 Leaders—the representatives and
multipliers of corporate culture 40
6 Contents
Part II
Mindful design, heedful practice: Exceptional examples of corporate culture 43
1. BMW Group 46
1.1 Company history—key influences 46
1.2 Industry and business environment 50
1.3 Economic performance 51
1.4 Corporate culture in action 52
1.4.1 Goal orientation 53
1.4.2 Social responsibility 55
1.4.3 Beliefs, attitudes and values 60
1.4.4 Corporate governance 62
1.4.5 Leadership behavior 63
1.4.6 Entrepreneurial behavior 65
1.4.7 Continuity of leadership 66
1.4.8 Ability to adapt, innovate and integrate 66
1.4.9 Customer orientation 68
1.4.10 Shareholder orientation 69
2. Deutsche Lufthansa AG 70
2.1 Company history—key influences 71
2.2 Industry and business environment 73
2.3 Economic performance 74
2.4 Corporate culture in action 75
2.4.1 Goal orientation 76
2.4.2 Social responsibility 77
2.4.3 Beliefs, attitudes and values 80
2.4.4 Corporate governance 82
2.4.5 Leadership behavior 83
2.4.6 Entrepreneurial behavior 84
2.4.7 Continuity of leadership 85
2.4.8 Ability to adapt, innovate and integrate 86
2.4.9 Customer orientation 87
2.4.10 Shareholder orientation 88
3. Grundfos A/S 90
3.1 Company history—key influences 91
3.2 Industry and business environment 93
3.3 Economic performance 93
Contents 7
3.4 Corporate culture in action 94
3.4.1 Goal orientation 95
3.4.2 Social responsibility 97
3.4.3 Beliefs, attitudes and values 100
3.4.4 Corporate governance 102
3.4.5 Leadership behavior 103
3.4.6 Entrepreneurial behavior 105
3.4.7 Continuity of leadership 106
3.4.8 Ability to adapt, innovate and integrate 106
3.4.9 Customer orientation 109
3.4.10 Shareholder orientation 110
4. Henkel KGaA 112
4.1 Company history—key influences 113
4.2 Industry and business environment 115
4.3 Economic performance 115
4.4 Corporate culture in action 116
4.4.1 Goal orientation 118
4.4.2 Social responsibility 118
4.4.3 Beliefs, attitudes and values 120
4.4.4 Corporate governance 121
4.4.5 Leadership behavior 123
4.4.6 Entrepreneurial behavior 125
4.4.7 Continuity of leadership 126
4.4.8 Ability to adapt, innovate and integrate 126
4.4.9 Customer orientation 127
4.4.10 Shareholder orientation 127
5. Hilti Aktiengesellschaft 129
5.1 Company history—key influences 130
5.2 Industry and business environment 132
5.3 Economic performance 132
5.4 Corporate culture in action 134
5.4.1 Goal orientation 134
5.4.2 Social responsibility 136
5.4.3 Beliefs, attitudes and values 138
5.4.4 Corporate governance 140
5.4.5 Leadership behavior 141
5.4.6 Entrepreneurial behavior 144
8 Contents
5.4.7 Continuity ofleadership 145
5.4.8 Ability to adapt, innovate and integrate 145
5.4.9 Customer orientation 146
5.4.10 Shareholder orientation 148
6. Novo Nordisk A/S 149
6.1 Company history—key influences 149
6.2 Industry and business environment 151
6.3 Economic performance 152
6.4 Corporate culture in action 152
6.4.1 Goal orientation 154
6.4.2 Social responsibility 155
6.4.3 Beliefs, attitudes and values 158
6.4.4 Corporate governance 160
6.4.5 Leadership behavior 161
6.4.6 Entrepreneurial behavior 162
6.4.7 Continuity ofleadership 163
6.4.8 Ability to adapt, innovate and integrate 164
6.4.9 Customer orientation 166
6.4.10 Shareholder orientation 166
Part III
Corporate culture: A factor for success 169
1. The dynamics of the culture development process 170
1.1 Conscious evaluation of the existing corporate culture 171
1.2 Starting a conscious process of culture development 173
1.3 Regular examination of the corporate culture as it is lived 174
1.4 Continuous cycle of culture development:
Maintenance, adjustment, examination 176
2. Characteristics of a corporate culture that supports success 179
2.1 Clear identity, understanding of goals and
implementation of objectives 180
2.1.1 Some general considerations and findings from
empirical research 180
2.1.2 Case study findings: We know who we are,
we know what we want and we pull together to achieve it 181
Contents 9
2.1.2.1 Vision and mission, or corporate purpose,
as a basis for a shared understanding of goals 182
2.1.2.2 Taking direction from values and models 183
2.1.2.3 Clear strategic positioning 183
2.1.2.4 Transparent goal agreement processes for
systematic implementation 183
2.2 Consistent focus on the customer 184
2.2.1 Some findings from empirical research 184
2.2.2 Case study findings:
Everything we do revolves around the customer 185
2.2.2.1 Figuring out what the customer wants—
Responding to specific customer wishes 186
2.2.2.2 Staying focused on the customer 187
2.2.2.3 Assessing customer satisfaction regularly 187
2.3 Focus on innovation, learning and development 188
2.3.1 Some findings from empirical research 188
2.3.2 Case study findings: We continually develop through innovation
in all areas, through learning and through partnerships 190
2.3.2.1 Making a commitment to innovation, learning and
development 190
2.3.2.2 Making innovation, learning and development part of
everyday work processes 190
2.3.2.3 Giving responsible, self organizing individuals freedom
for entrepreneurship within the company 192
2.3.2.4 Learning from each other and from mistakes 192
2.4 Partnership oriented leadership behavior that conforms to the
corporate culture 193
2.4.1 Some findings from empirical research 193
2.4.2 Case study findings: Our corporate culture becomes visible in
our management and leadership style 196
2.4.2.1 Managers and leaders are models in living the
corporate culture 197
2.4.2.2 Promoting from within to fill leadership positions 197
2.4.2.3 Getting socialized in the corporate culture 198
2.4.2.4. Continuing development and opportunities to prove and
practice leadership responsibilities 198
2.4.2.5 Transparent expectations for managers and leaders ... 198
2.4.2.6 Regular examination of leadership behavior,
with consequences 199
10 Contents
2.4.2.7 Valuing employees, engaging in dialogue, working with
others as partners and displaying humility 199
2.5 Continuity of leadership 200
2.5.1 Some findings from empirical research 200
2.5.2 Case study findings: Our leaders stay with us 202
2.6 Intrapreneurship 202
2.6.1 Some findings from empirical research 202
2.6.2 Case study findings: We want our people to perform,
contribute and show initiative 204
2.6.2.1 High performance expectations for entrepreneurial
employees 204
2.6.2.2 Framing conditions for enrrepreneurship 205
2.6.2.3 Performance pays off 205
2.7 Acting as corporate citizen 206
2.7.1 Some general considerations and findings from
empirical research 206
2.7.2 Case study findings: We do good works—often quietly 208
2.7.2.1 Creating and preserving jobs 208
2J.2.2 Promoting safety, health and environmental
responsibility at work 208
2.7.2.3 Equal opportunity 209
2.7.2.4 Family friendly work conditions 209
2.7.2.5 Civic engagement 209
2.8 Committed, transparent and qualified corporate governance 211
2.8.1 Some findings from empirical research 211
2.8.2 Case study findings: We expect critical commitment from
our governing board 212
2.8.2.1 Qualified performance 213
2.8.2.2 Commitment to the company 213
2.8.2.3 Transparency of activities 213
2.9 Focus on profitable, sustainable growth 214
2.9.1 Some general considerations and findings from
empirical research 214
2.9.2 Case study findings: We invest in our future for
sustainable profitability 215
2.9.2.1 Stakeholder/shareholder focus 215
2.9.2.2 Stable ownership structure as a prerequisite
for continuity 216
2.10 Basic beliefs, attitudes and lived values 217
Contents 11
2.10.1 Some general considerations and findings from
empirical research 217
2.10.1.1 The content of beliefs and values 217
2.10.1.2 Congruency of postulated values with attitudes,
beliefs and actual behavior 218
2.10.2 Case study findings: We live what is important to us 219
2.10.2.1 Corporate culture is of concern to
top management 220
2.10.2.2 Lived values and words count 221
2.10.2.3 Regular examination of the corporate culture as
it is lived 221
2.10.2.4 Environmental scanning and critical self reflection as
the basis for a learning organization 222
3. Summary 223
Checklist 225
References 232
Web sites 249
The author 253
The Bertelsmann Stiftung 254
I
|
| adam_txt |
Contents
Preface 13
Foreword to the German edition 15
Acknowledgments 19
Author's preface to the English edition 21
Parti
Corporate culture and leadership—factors for corporate success 23
1. Corporate culture:
Fashion, fad or a critical factor for staying competitive? 25
1.1 What is corporate culture? 26
1.2 What does corporate culture do? 29
1.2.1 Reducing complexity 29
1.2.2 Coordinating action 30
1.2.3 Providing a source of meaning 31
1.2.4 Providing continuity 31
1.3 Corporate culture and performance 31
1.4 What makes corporate culture critical for a firm's success? 33
1.5 Leadership behavior—a key determinant of corporate culture 38
1.5.1 Top management's role in developing corporate culture 38
1.5.2 Leaders—the representatives and
multipliers of corporate culture 40
6 Contents
Part II
Mindful design, heedful practice: Exceptional examples of corporate culture 43
1. BMW Group 46
1.1 Company history—key influences 46
1.2 Industry and business environment 50
1.3 Economic performance 51
1.4 Corporate culture in action 52
1.4.1 Goal orientation 53
1.4.2 Social responsibility 55
1.4.3 Beliefs, attitudes and values 60
1.4.4 Corporate governance 62
1.4.5 Leadership behavior 63
1.4.6 Entrepreneurial behavior 65
1.4.7 Continuity of leadership 66
1.4.8 Ability to adapt, innovate and integrate 66
1.4.9 Customer orientation 68
1.4.10 Shareholder orientation 69
2. Deutsche Lufthansa AG 70
2.1 Company history—key influences 71
2.2 Industry and business environment 73
2.3 Economic performance 74
2.4 Corporate culture in action 75
2.4.1 Goal orientation 76
2.4.2 Social responsibility 77
2.4.3 Beliefs, attitudes and values 80
2.4.4 Corporate governance 82
2.4.5 Leadership behavior 83
2.4.6 Entrepreneurial behavior 84
2.4.7 Continuity of leadership 85
2.4.8 Ability to adapt, innovate and integrate 86
2.4.9 Customer orientation 87
2.4.10 Shareholder orientation 88
3. Grundfos A/S 90
3.1 Company history—key influences 91
3.2 Industry and business environment 93
3.3 Economic performance 93
Contents 7
3.4 Corporate culture in action 94
3.4.1 Goal orientation 95
3.4.2 Social responsibility 97
3.4.3 Beliefs, attitudes and values ' 100
3.4.4 Corporate governance 102
3.4.5 Leadership behavior 103
3.4.6 Entrepreneurial behavior 105
3.4.7 Continuity of leadership 106
3.4.8 Ability to adapt, innovate and integrate 106
3.4.9 Customer orientation 109
3.4.10 Shareholder orientation 110
4. Henkel KGaA 112
4.1 Company history—key influences 113
4.2 Industry and business environment 115
4.3 Economic performance 115
4.4 Corporate culture in action 116
4.4.1 Goal orientation 118
4.4.2 Social responsibility 118
4.4.3 Beliefs, attitudes and values 120
4.4.4 Corporate governance 121
4.4.5 Leadership behavior 123
4.4.6 Entrepreneurial behavior 125
4.4.7 Continuity of leadership 126
4.4.8 Ability to adapt, innovate and integrate 126
4.4.9 Customer orientation 127
4.4.10 Shareholder orientation 127
5. Hilti Aktiengesellschaft 129
5.1 Company history—key influences 130
5.2 Industry and business environment 132
5.3 Economic performance 132
5.4 Corporate culture in action 134
5.4.1 Goal orientation 134
5.4.2 Social responsibility 136
5.4.3 Beliefs, attitudes and values 138
5.4.4 Corporate governance 140
5.4.5 Leadership behavior 141
5.4.6 Entrepreneurial behavior 144
8 Contents
5.4.7 Continuity ofleadership 145
5.4.8 Ability to adapt, innovate and integrate 145
5.4.9 Customer orientation 146
5.4.10 Shareholder orientation 148
6. Novo Nordisk A/S 149
6.1 Company history—key influences 149
6.2 Industry and business environment 151
6.3 Economic performance 152
6.4 Corporate culture in action 152
6.4.1 Goal orientation 154
6.4.2 Social responsibility 155
6.4.3 Beliefs, attitudes and values 158
6.4.4 Corporate governance 160
6.4.5 Leadership behavior 161
6.4.6 Entrepreneurial behavior 162
6.4.7 Continuity ofleadership 163
6.4.8 Ability to adapt, innovate and integrate 164
6.4.9 Customer orientation 166
6.4.10 Shareholder orientation 166
Part III
Corporate culture: A factor for success 169
1. The dynamics of the culture development process 170
1.1 Conscious evaluation of the existing corporate culture 171
1.2 Starting a conscious process of culture development 173
1.3 Regular examination of the corporate culture as it is lived 174
1.4 Continuous cycle of culture development:
Maintenance, adjustment, examination 176
2. Characteristics of a corporate culture that supports success 179
2.1 Clear identity, understanding of goals and
implementation of objectives 180
2.1.1 Some general considerations and findings from
empirical research 180
2.1.2 Case study findings: "We know who we are,
we know what we want and we pull together to achieve it" 181
Contents 9
2.1.2.1 Vision and mission, or corporate purpose,
as a basis for a shared understanding of goals 182
2.1.2.2 Taking direction from values and models 183
2.1.2.3 Clear strategic positioning 183
2.1.2.4 Transparent goal agreement processes for
systematic implementation 183
2.2 Consistent focus on the customer 184
2.2.1 Some findings from empirical research 184
2.2.2 Case study findings:
"Everything we do revolves around the customer" 185
2.2.2.1 Figuring out what the customer wants—
Responding to specific customer wishes 186
2.2.2.2 Staying focused on the customer 187
2.2.2.3 Assessing customer satisfaction regularly 187
2.3 Focus on innovation, learning and development 188
2.3.1 Some findings from empirical research 188
2.3.2 Case study findings: "We continually develop through innovation
in all areas, through learning and through partnerships" 190
2.3.2.1 Making a commitment to innovation, learning and
development 190
2.3.2.2 Making innovation, learning and development part of
everyday work processes 190
2.3.2.3 Giving responsible, self organizing individuals freedom
for entrepreneurship within the company 192
2.3.2.4 Learning from each other and from mistakes 192
2.4 Partnership oriented leadership behavior that conforms to the
corporate culture 193
2.4.1 Some findings from empirical research 193
2.4.2 Case study findings:"Our corporate culture becomes visible in
our management and leadership style" 196
2.4.2.1 Managers and leaders are models in living the
corporate culture 197
2.4.2.2 Promoting from within to fill leadership positions 197
2.4.2.3 Getting socialized in the corporate culture 198
2.4.2.4. Continuing development and opportunities to prove and
practice leadership responsibilities 198
2.4.2.5 Transparent expectations for managers and leaders . 198
2.4.2.6 Regular examination of leadership behavior,
with consequences 199
10 Contents
2.4.2.7 Valuing employees, engaging in dialogue, working with
others as partners and displaying humility 199
2.5 Continuity of leadership 200
2.5.1 Some findings from empirical research 200
2.5.2 Case study findings: "Our leaders stay with us" 202
2.6 Intrapreneurship 202
2.6.1 Some findings from empirical research 202
2.6.2 Case study findings: "We want our people to perform,
contribute and show initiative" 204
2.6.2.1 High performance expectations for entrepreneurial
employees 204
2.6.2.2 Framing conditions for enrrepreneurship 205
2.6.2.3 Performance pays off 205
2.7 Acting as corporate citizen 206
2.7.1 Some general considerations and findings from
empirical research 206
2.7.2 Case study findings: "We do good works—often quietly" 208
2.7.2.1 Creating and preserving jobs 208
2J.2.2 Promoting safety, health and environmental
responsibility at work 208
2.7.2.3 Equal opportunity 209
2.7.2.4 Family friendly work conditions 209
2.7.2.5 Civic engagement 209
2.8 Committed, transparent and qualified corporate governance 211
2.8.1 Some findings from empirical research 211
2.8.2 Case study findings: "We expect critical commitment from
our governing board" 212
2.8.2.1 Qualified performance 213
2.8.2.2 Commitment to the company 213
2.8.2.3 Transparency of activities 213
2.9 Focus on profitable, sustainable growth 214
2.9.1 Some general considerations and findings from
empirical research 214
2.9.2 Case study findings: "We invest in our future for
sustainable profitability" 215
2.9.2.1 Stakeholder/shareholder focus 215
2.9.2.2 Stable ownership structure as a prerequisite
for continuity 216
2.10 Basic beliefs, attitudes and lived values 217
Contents 11
2.10.1 Some general considerations and findings from
empirical research 217
2.10.1.1 The content of beliefs and values 217
2.10.1.2 Congruency of postulated values with attitudes,
beliefs and actual behavior 218
2.10.2 Case study findings: "We live what is important to us" 219
2.10.2.1 Corporate culture is of concern to
top management 220
2.10.2.2 Lived values and words count 221
2.10.2.3 Regular examination of the corporate culture as
it is lived 221
2.10.2.4 Environmental scanning and critical self reflection as
the basis for a learning organization 222
3. Summary 223
Checklist 225
References 232
Web sites 249
The author 253
The Bertelsmann Stiftung 254
I |
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| index_date | 2024-07-02T17:09:50Z |
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| isbn | 3892048789 |
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| publisher | Verl. Bertelsmann-Stifung |
| record_format | marc |
| spelling | Sackmann, Sonja A. 1955- Verfasser (DE-588)123860288 aut Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices Sonja A. Sackmann Gütersloh Verl. Bertelsmann-Stifung 2006 251 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Culture d'entreprise Unternehmenskultur - Unternehmensziel - Erfolgsfaktor - Fallstudiensammlung Corporate culture HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015586606&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sackmann, Sonja A. 1955- Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices Culture d'entreprise Unternehmenskultur - Unternehmensziel - Erfolgsfaktor - Fallstudiensammlung Corporate culture |
| title | Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices |
| title_auth | Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices |
| title_exact_search | Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices |
| title_exact_search_txtP | Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices |
| title_full | Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices Sonja A. Sackmann |
| title_fullStr | Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices Sonja A. Sackmann |
| title_full_unstemmed | Success factor: corporate culture developing a corporate culture for high performance and long-term competitiveness ; six best practices Sonja A. Sackmann |
| title_short | Success factor: corporate culture |
| title_sort | success factor corporate culture developing a corporate culture for high performance and long term competitiveness six best practices |
| title_sub | developing a corporate culture for high performance and long-term competitiveness ; six best practices |
| topic | Culture d'entreprise Unternehmenskultur - Unternehmensziel - Erfolgsfaktor - Fallstudiensammlung Corporate culture |
| topic_facet | Culture d'entreprise Unternehmenskultur - Unternehmensziel - Erfolgsfaktor - Fallstudiensammlung Corporate culture |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015586606&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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