Shaping corporate culture: Systematically to sustainable business success
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| Format: | Buch |
| Sprache: | English |
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Springer
[2023]
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| Beschreibung: | XIII; 157 Seiten 24 cm x 16.8 cm |
| ISBN: | 9783662653265 |
Internformat
MARC
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| 024 | 3 | |a 9783662653265 | |
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| 100 | 1 | |a Herget, Josef |d 1957- |e Verfasser |0 (DE-588)170930211 |4 aut | |
| 245 | 1 | 0 | |a Shaping corporate culture |b Systematically to sustainable business success |c Josef Herget |
| 264 | 1 | |a Berlin |b Springer |c [2023] | |
| 264 | 4 | |c © 2023 | |
| 300 | |a XIII; 157 Seiten |c 24 cm x 16.8 cm | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 0 | 7 | |a Unternehmenserfolg |0 (DE-588)4223768-3 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Unternehmenskultur |0 (DE-588)4131484-0 |2 gnd |9 rswk-swf |
| 653 | |a Buch Unternehmenskultur gestalten | ||
| 653 | |a Unternehmenskultur als Erfolgsfaktor | ||
| 653 | |a Management-Instrument | ||
| 653 | |a Unternehmenserfolg | ||
| 653 | |a Unternehmenskultur | ||
| 653 | |a Veränderung | ||
| 653 | |a Berater | ||
| 653 | |a Organisationskultur | ||
| 653 | |a Strategie | ||
| 653 | |a Führungskräfte | ||
| 653 | |a Praxis | ||
| 653 | |a Instrumente | ||
| 689 | 0 | 0 | |a Unternehmenskultur |0 (DE-588)4131484-0 |D s |
| 689 | 0 | 1 | |a Unternehmenserfolg |0 (DE-588)4223768-3 |D s |
| 689 | 0 | |5 DE-604 | |
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| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-3-662-65327-2 |
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| 856 | 4 | 2 | |m X:MVB |u http://www.springer.com/ |
| 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=034100395&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
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| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-034100395 | |
Datensatz im Suchindex
| _version_ | 1817968290672148480 |
|---|---|
| adam_text |
CONTENTS
1
CORPORATE
CULTURE:
THE
CENTRAL
SUCCESS
FACTOR
1
1.1
WHAT
IS
CORPORATE
CULTURE
ANYWAY?
.
2
1.1.1
IN-DEPTH
ILLUSTRATIONS
OF
THE
CONCEPT
OF
CORPORATE
CULTURE
.
4
1.1.2
FUNCTIONS
OF
CORPORATE
CULTURE
.
7
1.1.3
WHERE
ARE
THE
STARTING
POINTS?
.
8
1.2
WHEN
IS
A
CORPORATE
CULTURE
GOOD?
.
9
1.3
CORPORATE
CULTURE
AS
A
SUCCESS
FACTOR
.
10
1.3.1
A
STRONG
CORPORATE
CULTURE
LEADS
TO
FINANCIALLY
MORE
SUCCESSFUL
COMPANIES
.
11
1.3.2
CORPORATE
CULTURE
AS
THE
MOST
IMPORTANT
CAUSE
OF
CORPORATE
SUCCESS
.
12
1.4
WHAT
ARE
THE
DRIVERS
OF
CORPORATE
CULTURE?
.
13
1.5
NEW
APPROACHES
TO
CORPORATE
CULTURE
.
15
1.5.1
BEHAVIOURAL
ECONOMICS
APPROACHES
.
15
1.5.2
NEUROSCIENCE
APPROACHES
.
18
1.6
GOOD
PRACTICES
MAKE
THE
DIFFERENCE:
AN
ANALOGY
.
19
1.7
TO
GET
YOU
IN
THE
RIGHT
FRAME
OF
MIND:
HOW
IMPORTANT
IS
CORPORATE
CULTURE
MANAGEMENT
TO
YOU?
A
SELF-TEST
.
20
1.8
THE
PATH
IS
WORTHWHILE:
CREATE
THE
CORPORATE
CULTURE
WITH
WHICH
YOU
WILL
BECOME
SUCCESSFUL
IN
THE
LONG
TERM
.
22
1.9
KEYPOINTS
.
22
REFERENCES
.
23
2
CORPORATE
CULTURE
CAN
BE
SHAPED
25
2.1
ON
THE
DYNAMICS
OF
THE
PHENOMENON
OF
CORPORATE
CULTURE
.
26
2.2
SIMULTANEITY
OF
DIFFERENT
CORPORATE
CULTURES
.
27
2.3
AMBIDEXTRY:
CONSCIOUSLY
USING
DIFFERENT
PARALLEL
CORPORATE
CULTURES
.
28
2.4
INTEGRATION
AND
ADAPTATION:
CENTRAL
APPROACHES
TO
DEVELOPING
CORPORATE
CULTURE
.
30
2.5
ON
THE
"
FEASIBILITY
"
OF
CORPORATE
CULTURE:
SYSTEMIC
RESERVATIONS
AND
THE
COURAGE
TO
ACT
.
31
VIII
CONTENTS
2.6
KEYPOINTS
.
31
REFERENCES
.
32
3
ARCHITECTURE
OF
CORPORATE
CULTURE:
AN
OPERATIONAL
DESIGN
APPROACH
33
3.1
MEETING
THE
COMPLEXITY
OF
CORPORATE
CULTURE
THROUGH
A
SYSTEMATIC
APPROACH
.
34
3.2
THE
INTEGRATIVE
CORPORATE
CULTURE
ARCHITECTURE
MODEL
.
34
3.2.1
THE
STRATEGIC
LEVEL:
VISION
AND
STRATEGIES
.
35
3.2.2
THE
ACTION
LEVEL:
MEASURES
AND
PROCESSES
.
38
3.2.3
THE
LEVEL
OF
REFLECTION:
CULTURE
HACKS
AS
A
CONSTANT
COMPASS
.
39
3.3
AN
APPROACH
TO
SHAPING
CORPORATE
CULTURE:
THE
CULTURE
EXCELLENCE
PROCESS
.
43
3.3.1
THE
INDIVIDUAL
PHASES
OF
THE
CULTURE
EXCELLENCE
PROCESS
.
43
3.3.2
THE
CULTURE
EXCELLENCE
PROCESS
AS
A
CENTRAL
MANAGEMENT
TOOL
FOR
SHAPING
CORPORATE
CULTURE
.
45
3.4
KEY
POINTS
.
46
REFERENCES
.
46
4
DEVELOPING
YOUR
OWN
CULTURE
MODEL
47
4.1
WHY
IS
A
MODEL
ESSENTIAL
FOR
DISCUSSING
CORPORATE
CULTURE?
.
48
4.2
BRIEF
SYNOPSIS
OF
DIFFERENT
CORPORATE
CULTURE
MODELS
.
48
4.2.1
DEVELOPMENT-ORIENTED
MODELS:
THE
GRAVES
MODEL
.
48
4.2.2
GENERIC
MODELS:
DENISON
'
S
ORGANISATIONAL
CULTURE
MODEL
AND
THE
OCI
MODEL
.
49
4.2.3
PROBLEM-BASED
AND
SPECIFIED
MODELS
.
50
4.3
DEVELOPING
YOUR
OWN
MODEL
OF
CORPORATE
CULTURE:
INTEGRATING
DIFFERENT
PERSPECTIVES
.
51
4.3.1
TAKING
ACCOUNT
OF
DIFFERENT
PERSPECTIVES
.
51
4.3.2
INTEGRATION
OF
THE
VIEWS:
BASIS
OF
THE
OWN
CORPORATE
CULTURE
MODEL
.
53
4.4
THE
CULTURE-DIAMOND-MODEL:
PROCEDURAL
CONCEPT
FOR
THE
IDENTIFICATION
OF
THE
OWN
CORPORATE
CULTURE
.
54
4.4.1
AN
EXAMPLE:
RECORDING
CULTURALLY
RELEVANT
FACTORS
.
58
4.4.2
AN
EXAMPLE:
CONDENSATION
TO
COMPANY-SPECIFIC
CULTURE
FACTORS
.
60
4.5
ALIGNMENT
OF
CORPORATE
CULTURE
WITH
CORPORATE
STRATEGY
.
60
4.6
KEY
POINTS
.
62
REFERENCES
.
63
5
ANALYSIS
AND
DIAGNOSIS
OF
THE
CORPORATE
CULTURE
65
5.1
THE
CORPORATE
CULTURE
AUDIT:
ON
THE
TERM
AND
CONCEPT
.
66
5.2
SURVEY
AND
EVALUATION
.
67
5.3
DERIVATION
AND
PRIORITISATION
OF
OBJECTIVES
.
69
CONTENTS
IX
5.4
AN
EXAMPLE
TO
ILLUSTRATE
.
69
5.5
KEY
POINTS
.
72
REFERENCES
.
72
6
CORPORATE
CULTURE
IN
THE
MATURITY
MODEL
73
6.1
MEANING
AND
FUNCTION
OF
MATURITY
MODELS
.
74
6.2
CONCEPT
OF
THE
MATURITY
MODEL
.
75
6.2.1
STAGES
IN
THE
MATURITY
MODEL
.
76
6.2.2
OPTIONS
FOR
CARRYING
OUT
THE
DETERMINATION
OF
THE
DEGREE
OF
MATURITY
.
77
6.3
PROCEDURE
MODEL
FOR
STRATEGIC
POSITIONING
.
79
6.4
EXAMPLE
OF
A
MATURITY
MODEL
FOR
CORPORATE
CULTURE
.
82
6.5
KEY
POINTS
.
85
REFERENCE
.
85
7
DEVELOPMENT
OF
CORPORATE
CULTURE:
STRATEGY
GENERATION
87
7.1
SYSTEMATICS
FOR
THE
DEVELOPMENT
OF
STRATEGIES
.
88
7.1.1
GENERIC
STRATEGIES
.
89
7.1.2
SPECIFIC
STRATEGIES
.
91
7.2
STRATEGY
OPTIONS
FOR
CULTURAL
CHANGE
.
91
7.3
CONTROLLING
THE
STRATEGY
PREMISES
.
93
7.4
KEY
POINTS
.
93
8
METHODS
FOR
CULTURAL
DEVELOPMENT:
LEVELS
AND
MEASURES
OF
INTERVENTION
95
8.1
USE
OF
INTERVENTIONS
AND
METHODS
IN
THE
ARCHITECTURE
MODEL
.
96
8.1.1
MINDSET
AND
BEHAVIOUR:
THE
STRATEGIC
LEVEL
OF
THE
ARCHITECTURE
MODEL
.
96
8.1.2
MOVING
FROM
STRATEGY
TO
ACTION:
THE
OPERATIONAL
LEVEL
OF
THE
ARCHITECTURE
MODEL
.
97
8.1.3
CULTURE
HACKS:
THE
PUNCTUAL
LEVEL
OF
THE
ARCHITECTURE
MODEL
.
100
8.2
CLASSIC
APPROACHES
TO
CHANGING
CORPORATE
CULTURE
.
104
8.3
RECENT
APPROACHES
TO
CHANGING
CORPORATE
CULTURE
.
105
8.3.1
INTERVENTIONS
AND
METHODS:
A
CHARACTERISATION
.
106
8.3.2
SUITABILITY
POTENTIAL
FOR
THE
OWN
COMPANY
.
ILL
8.4
KEYPOINTS
.
113
REFERENCES
.
113
9
SETTING
UP
CULTURE
CHANGE
PROJECTS
THE
RIGHT
WAY:
IMPLEMENTATION
AND
CONTROLLING
115
9.1
DETERMINE
PROCEDURE
CONCEPT
.
116
9.2
EVALUATE
INTERDEPENDENCIES
BETWEEN
MEASURES
.
118
9.3
MOVING
FROM
A
PORTFOLIO
OF
METHODS
TO
A
ROADMAP
.
118
9.4
INSTALL
PROJECT
MANAGEMENT
.
120
X
CONTENTS
9.5
MEASURE
AND
EVALUATE
IMPLEMENTATION
SUCCESS
.
120
9.6
ENSURE
ROLL-OUT
.
121
9.7
COLLECTING
AND
PROCESSING
LEARNINGS
.
122
9.8
A
WARNING
AND
ENCOURAGEMENT
AT
THE
SAME
TIME!
.
122
9.9
KEY
POINTS
.
123
REFERENCE
.
123
10
INTEGRATIVE
VIEW:
THE
CONCEPT
OF
CULTURE
EXCELLENCE
125
10.1
THE
INDIVIDUAL
BUILDING
BLOCKS
OF
CULTURE
EXCELLENCE
.
126
10.2
INTEGRATION
OF
THE
INDIVIDUAL
BUILDING
BLOCKS
INTO
THE
CONCEPT
OF
CULTURE
EXCELLENCE:
APPROACH
AND
ADVANTAGES
.
126
10.3
THE
CULTURAL
DESIGN
PROCESS
AS
A
RECURSIVE
MODEL
.
128
10.4
KEY
POINTS
.
128
REFERENCE
.
129
11
DON
'
T
FAIL
IN
THE
CULTURE
CHANGE
PROJECT:
DO
'
S
AND
DON
'
TS
131
11.1
WHY
IS
SHAPING
A
CORPORATE
CULTURE
A
SENSITIVE
UNDERTAKING?
.
132
11.2
DO
'
S:
THESE
APPROACHES
PROMISE
SUCCESS
.
132
11.3
DON
'
TS:
IT
'
S
BEST
TO
AVOID
THESE
PRACTICES
.
134
11.4
KEY
POINTS
.
136
12
THE
SPECIAL
ROLE
OF
LEADERSHIP
137
12.1
IMPORTANCE
OF
LEADERSHIP:
LEADERSHIP
AND
MANAGEMENT
.
137
12.2
ROLE
MODEL
BEHAVIOUR
AS
THE
MOST
IMPORTANT
INFLUENCING
FACTOR
IN
THE
DEVELOPMENT
OF
CORPORATE
CULTURE
.
138
12.3
MANAGEMENT
IN
A
SANDWICH
.
139
12.4
WHO
IS
A
ROLE
MODEL
IN
THE
DEMOCRATIC
ENTERPRISE?
.
140
12.5
KEY
POINTS
.
142
REFERENCES
.
142
13
LIVING
CORPORATE
CULTURE
143
13.1
FORMING
HABITS
.
144
13.2
REFLECTING
ON
THE
CORPORATE
CULTURE
IN
EVERYDAY
LIFE
.
144
13.3
ALLOWING
CORPORATE
CULTURE
TO
BE
A
DYNAMIC
DEVELOPMENT
.
145
13.4
CORPORATE
CULTURE:
BETWEEN
A
"
NEVER
ENDING
STORY
"
OR
"
LIFE
STILL
OFFERS
MANY
EXCITING
MOMENTS
"
.
145
13.5
CONSCIOUSLY
CELEBRATE
CORPORATE
CULTURE:
AND
DEVELOP
PRIDE
.
146
13.6
KEY
POINTS
.
146
REFERENCES
.
147
14
CHALLENGES
TO
CORPORATE
CULTURE:
TODAY
AND
TOMORROW
149
14.1
WHAT
ARE
THE
FUTURE
CHALLENGES
FOR
CORPORATE
CULTURE?
.
150
14.2
KEY
POINTS
.
156
REFERENCES
.
157 |
| adam_txt |
CONTENTS
1
CORPORATE
CULTURE:
THE
CENTRAL
SUCCESS
FACTOR
1
1.1
WHAT
IS
CORPORATE
CULTURE
ANYWAY?
.
2
1.1.1
IN-DEPTH
ILLUSTRATIONS
OF
THE
CONCEPT
OF
CORPORATE
CULTURE
.
4
1.1.2
FUNCTIONS
OF
CORPORATE
CULTURE
.
7
1.1.3
WHERE
ARE
THE
STARTING
POINTS?
.
8
1.2
WHEN
IS
A
CORPORATE
CULTURE
GOOD?
.
9
1.3
CORPORATE
CULTURE
AS
A
SUCCESS
FACTOR
.
10
1.3.1
A
STRONG
CORPORATE
CULTURE
LEADS
TO
FINANCIALLY
MORE
SUCCESSFUL
COMPANIES
.
11
1.3.2
CORPORATE
CULTURE
AS
THE
MOST
IMPORTANT
CAUSE
OF
CORPORATE
SUCCESS
.
12
1.4
WHAT
ARE
THE
DRIVERS
OF
CORPORATE
CULTURE?
.
13
1.5
NEW
APPROACHES
TO
CORPORATE
CULTURE
.
15
1.5.1
BEHAVIOURAL
ECONOMICS
APPROACHES
.
15
1.5.2
NEUROSCIENCE
APPROACHES
.
18
1.6
GOOD
PRACTICES
MAKE
THE
DIFFERENCE:
AN
ANALOGY
.
19
1.7
TO
GET
YOU
IN
THE
RIGHT
FRAME
OF
MIND:
HOW
IMPORTANT
IS
CORPORATE
CULTURE
MANAGEMENT
TO
YOU?
A
SELF-TEST
.
20
1.8
THE
PATH
IS
WORTHWHILE:
CREATE
THE
CORPORATE
CULTURE
WITH
WHICH
YOU
WILL
BECOME
SUCCESSFUL
IN
THE
LONG
TERM
.
22
1.9
KEYPOINTS
.
22
REFERENCES
.
23
2
CORPORATE
CULTURE
CAN
BE
SHAPED
25
2.1
ON
THE
DYNAMICS
OF
THE
PHENOMENON
OF
CORPORATE
CULTURE
.
26
2.2
SIMULTANEITY
OF
DIFFERENT
CORPORATE
CULTURES
.
27
2.3
AMBIDEXTRY:
CONSCIOUSLY
USING
DIFFERENT
PARALLEL
CORPORATE
CULTURES
.
28
2.4
INTEGRATION
AND
ADAPTATION:
CENTRAL
APPROACHES
TO
DEVELOPING
CORPORATE
CULTURE
.
30
2.5
ON
THE
"
FEASIBILITY
"
OF
CORPORATE
CULTURE:
SYSTEMIC
RESERVATIONS
AND
THE
COURAGE
TO
ACT
.
31
VIII
CONTENTS
2.6
KEYPOINTS
.
31
REFERENCES
.
32
3
ARCHITECTURE
OF
CORPORATE
CULTURE:
AN
OPERATIONAL
DESIGN
APPROACH
33
3.1
MEETING
THE
COMPLEXITY
OF
CORPORATE
CULTURE
THROUGH
A
SYSTEMATIC
APPROACH
.
34
3.2
THE
INTEGRATIVE
CORPORATE
CULTURE
ARCHITECTURE
MODEL
.
34
3.2.1
THE
STRATEGIC
LEVEL:
VISION
AND
STRATEGIES
.
35
3.2.2
THE
ACTION
LEVEL:
MEASURES
AND
PROCESSES
.
38
3.2.3
THE
LEVEL
OF
REFLECTION:
CULTURE
HACKS
AS
A
CONSTANT
COMPASS
.
39
3.3
AN
APPROACH
TO
SHAPING
CORPORATE
CULTURE:
THE
CULTURE
EXCELLENCE
PROCESS
.
43
3.3.1
THE
INDIVIDUAL
PHASES
OF
THE
CULTURE
EXCELLENCE
PROCESS
.
43
3.3.2
THE
CULTURE
EXCELLENCE
PROCESS
AS
A
CENTRAL
MANAGEMENT
TOOL
FOR
SHAPING
CORPORATE
CULTURE
.
45
3.4
KEY
POINTS
.
46
REFERENCES
.
46
4
DEVELOPING
YOUR
OWN
CULTURE
MODEL
47
4.1
WHY
IS
A
MODEL
ESSENTIAL
FOR
DISCUSSING
CORPORATE
CULTURE?
.
48
4.2
BRIEF
SYNOPSIS
OF
DIFFERENT
CORPORATE
CULTURE
MODELS
.
48
4.2.1
DEVELOPMENT-ORIENTED
MODELS:
THE
GRAVES
MODEL
.
48
4.2.2
GENERIC
MODELS:
DENISON
'
S
ORGANISATIONAL
CULTURE
MODEL
AND
THE
OCI
MODEL
.
49
4.2.3
PROBLEM-BASED
AND
SPECIFIED
MODELS
.
50
4.3
DEVELOPING
YOUR
OWN
MODEL
OF
CORPORATE
CULTURE:
INTEGRATING
DIFFERENT
PERSPECTIVES
.
51
4.3.1
TAKING
ACCOUNT
OF
DIFFERENT
PERSPECTIVES
.
51
4.3.2
INTEGRATION
OF
THE
VIEWS:
BASIS
OF
THE
OWN
CORPORATE
CULTURE
MODEL
.
53
4.4
THE
CULTURE-DIAMOND-MODEL:
PROCEDURAL
CONCEPT
FOR
THE
IDENTIFICATION
OF
THE
OWN
CORPORATE
CULTURE
.
54
4.4.1
AN
EXAMPLE:
RECORDING
CULTURALLY
RELEVANT
FACTORS
.
58
4.4.2
AN
EXAMPLE:
CONDENSATION
TO
COMPANY-SPECIFIC
CULTURE
FACTORS
.
60
4.5
ALIGNMENT
OF
CORPORATE
CULTURE
WITH
CORPORATE
STRATEGY
.
60
4.6
KEY
POINTS
.
62
REFERENCES
.
63
5
ANALYSIS
AND
DIAGNOSIS
OF
THE
CORPORATE
CULTURE
65
5.1
THE
CORPORATE
CULTURE
AUDIT:
ON
THE
TERM
AND
CONCEPT
.
66
5.2
SURVEY
AND
EVALUATION
.
67
5.3
DERIVATION
AND
PRIORITISATION
OF
OBJECTIVES
.
69
CONTENTS
IX
5.4
AN
EXAMPLE
TO
ILLUSTRATE
.
69
5.5
KEY
POINTS
.
72
REFERENCES
.
72
6
CORPORATE
CULTURE
IN
THE
MATURITY
MODEL
73
6.1
MEANING
AND
FUNCTION
OF
MATURITY
MODELS
.
74
6.2
CONCEPT
OF
THE
MATURITY
MODEL
.
75
6.2.1
STAGES
IN
THE
MATURITY
MODEL
.
76
6.2.2
OPTIONS
FOR
CARRYING
OUT
THE
DETERMINATION
OF
THE
DEGREE
OF
MATURITY
.
77
6.3
PROCEDURE
MODEL
FOR
STRATEGIC
POSITIONING
.
79
6.4
EXAMPLE
OF
A
MATURITY
MODEL
FOR
CORPORATE
CULTURE
.
82
6.5
KEY
POINTS
.
85
REFERENCE
.
85
7
DEVELOPMENT
OF
CORPORATE
CULTURE:
STRATEGY
GENERATION
87
7.1
SYSTEMATICS
FOR
THE
DEVELOPMENT
OF
STRATEGIES
.
88
7.1.1
GENERIC
STRATEGIES
.
89
7.1.2
SPECIFIC
STRATEGIES
.
91
7.2
STRATEGY
OPTIONS
FOR
CULTURAL
CHANGE
.
91
7.3
CONTROLLING
THE
STRATEGY
PREMISES
.
93
7.4
KEY
POINTS
.
93
8
METHODS
FOR
CULTURAL
DEVELOPMENT:
LEVELS
AND
MEASURES
OF
INTERVENTION
95
8.1
USE
OF
INTERVENTIONS
AND
METHODS
IN
THE
ARCHITECTURE
MODEL
.
96
8.1.1
MINDSET
AND
BEHAVIOUR:
THE
STRATEGIC
LEVEL
OF
THE
ARCHITECTURE
MODEL
.
96
8.1.2
MOVING
FROM
STRATEGY
TO
ACTION:
THE
OPERATIONAL
LEVEL
OF
THE
ARCHITECTURE
MODEL
.
97
8.1.3
CULTURE
HACKS:
THE
PUNCTUAL
LEVEL
OF
THE
ARCHITECTURE
MODEL
.
100
8.2
CLASSIC
APPROACHES
TO
CHANGING
CORPORATE
CULTURE
.
104
8.3
RECENT
APPROACHES
TO
CHANGING
CORPORATE
CULTURE
.
105
8.3.1
INTERVENTIONS
AND
METHODS:
A
CHARACTERISATION
.
106
8.3.2
SUITABILITY
POTENTIAL
FOR
THE
OWN
COMPANY
.
ILL
8.4
KEYPOINTS
.
113
REFERENCES
.
113
9
SETTING
UP
CULTURE
CHANGE
PROJECTS
THE
RIGHT
WAY:
IMPLEMENTATION
AND
CONTROLLING
115
9.1
DETERMINE
PROCEDURE
CONCEPT
.
116
9.2
EVALUATE
INTERDEPENDENCIES
BETWEEN
MEASURES
.
118
9.3
MOVING
FROM
A
PORTFOLIO
OF
METHODS
TO
A
ROADMAP
.
118
9.4
INSTALL
PROJECT
MANAGEMENT
.
120
X
CONTENTS
9.5
MEASURE
AND
EVALUATE
IMPLEMENTATION
SUCCESS
.
120
9.6
ENSURE
ROLL-OUT
.
121
9.7
COLLECTING
AND
PROCESSING
LEARNINGS
.
122
9.8
A
WARNING
AND
ENCOURAGEMENT
AT
THE
SAME
TIME!
.
122
9.9
KEY
POINTS
.
123
REFERENCE
.
123
10
INTEGRATIVE
VIEW:
THE
CONCEPT
OF
CULTURE
EXCELLENCE
125
10.1
THE
INDIVIDUAL
BUILDING
BLOCKS
OF
CULTURE
EXCELLENCE
.
126
10.2
INTEGRATION
OF
THE
INDIVIDUAL
BUILDING
BLOCKS
INTO
THE
CONCEPT
OF
CULTURE
EXCELLENCE:
APPROACH
AND
ADVANTAGES
.
126
10.3
THE
CULTURAL
DESIGN
PROCESS
AS
A
RECURSIVE
MODEL
.
128
10.4
KEY
POINTS
.
128
REFERENCE
.
129
11
DON
'
T
FAIL
IN
THE
CULTURE
CHANGE
PROJECT:
DO
'
S
AND
DON
'
TS
131
11.1
WHY
IS
SHAPING
A
CORPORATE
CULTURE
A
SENSITIVE
UNDERTAKING?
.
132
11.2
DO
'
S:
THESE
APPROACHES
PROMISE
SUCCESS
.
132
11.3
DON
'
TS:
IT
'
S
BEST
TO
AVOID
THESE
PRACTICES
.
134
11.4
KEY
POINTS
.
136
12
THE
SPECIAL
ROLE
OF
LEADERSHIP
137
12.1
IMPORTANCE
OF
LEADERSHIP:
LEADERSHIP
AND
MANAGEMENT
.
137
12.2
ROLE
MODEL
BEHAVIOUR
AS
THE
MOST
IMPORTANT
INFLUENCING
FACTOR
IN
THE
DEVELOPMENT
OF
CORPORATE
CULTURE
.
138
12.3
MANAGEMENT
IN
A
SANDWICH
.
139
12.4
WHO
IS
A
ROLE
MODEL
IN
THE
DEMOCRATIC
ENTERPRISE?
.
140
12.5
KEY
POINTS
.
142
REFERENCES
.
142
13
LIVING
CORPORATE
CULTURE
143
13.1
FORMING
HABITS
.
144
13.2
REFLECTING
ON
THE
CORPORATE
CULTURE
IN
EVERYDAY
LIFE
.
144
13.3
ALLOWING
CORPORATE
CULTURE
TO
BE
A
DYNAMIC
DEVELOPMENT
.
145
13.4
CORPORATE
CULTURE:
BETWEEN
A
"
NEVER
ENDING
STORY
"
OR
"
LIFE
STILL
OFFERS
MANY
EXCITING
MOMENTS
"
.
145
13.5
CONSCIOUSLY
CELEBRATE
CORPORATE
CULTURE:
AND
DEVELOP
PRIDE
.
146
13.6
KEY
POINTS
.
146
REFERENCES
.
147
14
CHALLENGES
TO
CORPORATE
CULTURE:
TODAY
AND
TOMORROW
149
14.1
WHAT
ARE
THE
FUTURE
CHALLENGES
FOR
CORPORATE
CULTURE?
.
150
14.2
KEY
POINTS
.
156
REFERENCES
.
157 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Herget, Josef 1957- |
| author_GND | (DE-588)170930211 |
| author_facet | Herget, Josef 1957- |
| author_role | aut |
| author_sort | Herget, Josef 1957- |
| author_variant | j h jh |
| building | Verbundindex |
| bvnumber | BV048834870 |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)1372487962 (DE-599)DNB1254134816 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV048834870 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:36:11Z |
| indexdate | 2024-12-09T13:07:44Z |
| institution | BVB |
| institution_GND | (DE-588)1065168780 |
| isbn | 9783662653265 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034100395 |
| oclc_num | 1372487962 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG |
| owner_facet | DE-473 DE-BY-UBG |
| physical | XIII; 157 Seiten 24 cm x 16.8 cm |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer |
| record_format | marc |
| spelling | Herget, Josef 1957- Verfasser (DE-588)170930211 aut Shaping corporate culture Systematically to sustainable business success Josef Herget Berlin Springer [2023] © 2023 XIII; 157 Seiten 24 cm x 16.8 cm txt rdacontent n rdamedia nc rdacarrier Unternehmenserfolg (DE-588)4223768-3 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Buch Unternehmenskultur gestalten Unternehmenskultur als Erfolgsfaktor Management-Instrument Unternehmenserfolg Unternehmenskultur Veränderung Berater Organisationskultur Strategie Führungskräfte Praxis Instrumente Unternehmenskultur (DE-588)4131484-0 s Unternehmenserfolg (DE-588)4223768-3 s DE-604 Springer-Verlag GmbH (DE-588)1065168780 pbl Erscheint auch als Online-Ausgabe 978-3-662-65327-2 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=b271bb4251654f9285f59239f4c64d1c&prov=M&dok_var=1&dok_ext=htm Inhaltstext X:MVB http://www.springer.com/ DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034100395&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p vlb 20220326 DE-101 https://d-nb.info/provenance/plan#vlb |
| spellingShingle | Herget, Josef 1957- Shaping corporate culture Systematically to sustainable business success Unternehmenserfolg (DE-588)4223768-3 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| subject_GND | (DE-588)4223768-3 (DE-588)4131484-0 |
| title | Shaping corporate culture Systematically to sustainable business success |
| title_auth | Shaping corporate culture Systematically to sustainable business success |
| title_exact_search | Shaping corporate culture Systematically to sustainable business success |
| title_exact_search_txtP | Shaping corporate culture Systematically to sustainable business success |
| title_full | Shaping corporate culture Systematically to sustainable business success Josef Herget |
| title_fullStr | Shaping corporate culture Systematically to sustainable business success Josef Herget |
| title_full_unstemmed | Shaping corporate culture Systematically to sustainable business success Josef Herget |
| title_short | Shaping corporate culture |
| title_sort | shaping corporate culture systematically to sustainable business success |
| title_sub | Systematically to sustainable business success |
| topic | Unternehmenserfolg (DE-588)4223768-3 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| topic_facet | Unternehmenserfolg Unternehmenskultur |
| url | http://deposit.dnb.de/cgi-bin/dokserv?id=b271bb4251654f9285f59239f4c64d1c&prov=M&dok_var=1&dok_ext=htm http://www.springer.com/ http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034100395&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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