Strategic Culture Hacks: A Framework for Shaping Corporate Culture
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Berlin, Heidelberg
Springer Berlin / Heidelberg
2023
|
| Ausgabe: | 1st ed |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (127 Seiten) |
| ISBN: | 9783662668276 |
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| 245 | 1 | 0 | |a Strategic Culture Hacks |b A Framework for Shaping Corporate Culture |
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| 264 | 1 | |a Berlin, Heidelberg |b Springer Berlin / Heidelberg |c 2023 | |
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| 505 | 8 | |a Intro -- Preface -- Contents -- 1 Culture Hacks-Basics and Classification -- Abstract -- 1.1 Culture Hacks-Their Meaning and Role in Shaping Corporate Culture -- 1.2 Typology of Culture Hacks -- 1.2.1 Strategy-Oriented Culture Hacks: Mindset and Behavior -- 1.2.2 Decision Architecture-Oriented Culture Hacks: Nudging -- 1.2.3 Artifact-Induced Culture Hacks: Methods, Formats and Tips & -- Tricks -- 1.3 Dimensions of Culture Hacks -- 1.3.1 Psychological Dimension -- 1.3.2 Social Dimension -- 1.3.3 Organisational Dimension -- 1.4 Irritation-Intervention-Pattern Break -- 1.5 Culture Hacks-Concrete Effects and Goals -- 1.6 Culture Hacks as Guerrilla Strategy -- 1.7 Culture Hacks as a Permanent Compass-A Perspective View -- References -- 2 Significance and Examples of Culture Hacks in Practice -- Abstract -- 2.1 What are The Drivers of Culture Hacks? -- 2.2 For Which Organizations are Culture Hacks Suitable? -- 2.3 How Do Culture Hacks Get into the Company? -- 2.4 Culture Hacks in Daily Use-Some Examples -- 2.4.1 Strategically Oriented Culture Hacks -- 2.4.2 Nudging-Oriented Culture Hacks -- 2.4.3 Artifact-Induced Culture Hacks -- 2.4.4 Evaluation of the Respective Manifestations of Culture Hacks -- References -- 3 Achieving the Best Effect-When and Where to Use Them? -- Abstract -- 3.1 When Should Culture Hacks be Used? -- 3.2 Diagnosis: Evaluating Potential -- 3.3 Strategy: Identify Candidates -- 3.4 Roadmap -- 3.5 Requirements for the Effective use of Culture Hacks -- 3.5.1 Organizational Maturity -- 3.5.2 Personal Maturity -- References -- 4 Preparing Culture Hacks for Success -- Abstract -- 4.1 Qualification and Competence -- 4.1.1 Training -- 4.1.2 Coaching -- 4.2 Tools -- 4.2.1 Processes -- 4.2.2 Methods and Instruments -- References -- 5 Successful Implementation-How Culture Hacks Come into the System -- Abstract | |
| 505 | 8 | |a 5.1 The Dose Creates the Effect! -- 5.2 Systematics-From Puzzle to Mosaic -- 5.3 Manage the System, Not the People-Hack the System, Not the People -- 5.4 Determine The Level -- 5.5 From Individual Hacks to Team Hacks -- 5.6 From Empowerment to Encouragement -- 5.7 Where to Start-And Then What? -- 5.8 Designing Dramaturgy and Blueprint -- References -- 6 Inventory of Culture Hacks-Some Further Ideas -- Abstract -- 6.1 Strategy-Oriented Culture Hacks -- 6.2 Nudging-Oriented Culture Hacks -- 6.3 Artifact-Induced Culture Hacks -- References -- 7 Dynamic Design of Culture Hack Processes -- Abstract -- 7.1 Basic Strategies for Implementing Culture Hacks -- 7.1.1 Generic Level -- 7.1.2 Process Level -- 7.1.3 Point Level -- 7.1.4 Strategy Integration -- 7.2 Designing Cultural Hack Strategies -- References -- 8 Evaluation and Optimization-How Do Culture Hacks Work? -- Abstract -- 8.1 Evaluate the Entire Process -- 8.2 Essential Evaluation Steps -- 8.2.1 Collect and Evaluate Feedback -- 8.2.2 Systematically Measure -- 8.2.3 Better Culture Hacks Through Qualification -- 8.2.4 Integration into Employee Goals and -Evaluation -- 8.3 Optimization of the Use of Culture Hacks -- 8.3.1 Corporate Culture Model -- 8.3.2 Structures and Processes -- 8.3.3 Integration in Cultural Work -- 8.3.4 Steer the Process With a Culture-Hacks-Canvas -- 9 Avoiding Mistakes-Mastering Challenges. Guidelines for Sustainable Success -- Abstract -- 9.1 No Strategy -- 9.2 No Systematics -- 9.3 Inadequate Competence -- 9.4 Trying To Do Too Much -- 9.5 Not demanding enough -- 9.6 Proceeding Too Quickly -- 9.7 Strengthening the Connection -- 9.8 Emphasize Appreciation -- 9.9 Avoid Cynicism and Sarcasm -- 9.10 Overburdening the System -- References -- 10 Culture Hacks as Instruments for Personnel and Organizational Development -- Abstract -- 10.1 Personal Perspective -- 10.2 Team Perspective | |
| 505 | 8 | |a 10.3 Organizational Perspective -- 10.4 Creating a Methodological Laboratory -- 10.5 Live Entrepreneurship -- 10.6 Fill Values With Life -- 10.7 Let it be Human in the Company -- 10.8 Live Corporate Culture-Implement Agility Through Hacks -- References -- Epilog | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Herget, Josef |t Strategic Culture Hacks |d Berlin, Heidelberg : Springer Berlin / Heidelberg,c2023 |z 9783662668269 |
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Datensatz im Suchindex
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| any_adam_object | |
| author | Herget, Josef |
| author_facet | Herget, Josef |
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| bvnumber | BV049876256 |
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| contents | Intro -- Preface -- Contents -- 1 Culture Hacks-Basics and Classification -- Abstract -- 1.1 Culture Hacks-Their Meaning and Role in Shaping Corporate Culture -- 1.2 Typology of Culture Hacks -- 1.2.1 Strategy-Oriented Culture Hacks: Mindset and Behavior -- 1.2.2 Decision Architecture-Oriented Culture Hacks: Nudging -- 1.2.3 Artifact-Induced Culture Hacks: Methods, Formats and Tips & -- Tricks -- 1.3 Dimensions of Culture Hacks -- 1.3.1 Psychological Dimension -- 1.3.2 Social Dimension -- 1.3.3 Organisational Dimension -- 1.4 Irritation-Intervention-Pattern Break -- 1.5 Culture Hacks-Concrete Effects and Goals -- 1.6 Culture Hacks as Guerrilla Strategy -- 1.7 Culture Hacks as a Permanent Compass-A Perspective View -- References -- 2 Significance and Examples of Culture Hacks in Practice -- Abstract -- 2.1 What are The Drivers of Culture Hacks? -- 2.2 For Which Organizations are Culture Hacks Suitable? -- 2.3 How Do Culture Hacks Get into the Company? -- 2.4 Culture Hacks in Daily Use-Some Examples -- 2.4.1 Strategically Oriented Culture Hacks -- 2.4.2 Nudging-Oriented Culture Hacks -- 2.4.3 Artifact-Induced Culture Hacks -- 2.4.4 Evaluation of the Respective Manifestations of Culture Hacks -- References -- 3 Achieving the Best Effect-When and Where to Use Them? -- Abstract -- 3.1 When Should Culture Hacks be Used? -- 3.2 Diagnosis: Evaluating Potential -- 3.3 Strategy: Identify Candidates -- 3.4 Roadmap -- 3.5 Requirements for the Effective use of Culture Hacks -- 3.5.1 Organizational Maturity -- 3.5.2 Personal Maturity -- References -- 4 Preparing Culture Hacks for Success -- Abstract -- 4.1 Qualification and Competence -- 4.1.1 Training -- 4.1.2 Coaching -- 4.2 Tools -- 4.2.1 Processes -- 4.2.2 Methods and Instruments -- References -- 5 Successful Implementation-How Culture Hacks Come into the System -- Abstract 5.1 The Dose Creates the Effect! -- 5.2 Systematics-From Puzzle to Mosaic -- 5.3 Manage the System, Not the People-Hack the System, Not the People -- 5.4 Determine The Level -- 5.5 From Individual Hacks to Team Hacks -- 5.6 From Empowerment to Encouragement -- 5.7 Where to Start-And Then What? -- 5.8 Designing Dramaturgy and Blueprint -- References -- 6 Inventory of Culture Hacks-Some Further Ideas -- Abstract -- 6.1 Strategy-Oriented Culture Hacks -- 6.2 Nudging-Oriented Culture Hacks -- 6.3 Artifact-Induced Culture Hacks -- References -- 7 Dynamic Design of Culture Hack Processes -- Abstract -- 7.1 Basic Strategies for Implementing Culture Hacks -- 7.1.1 Generic Level -- 7.1.2 Process Level -- 7.1.3 Point Level -- 7.1.4 Strategy Integration -- 7.2 Designing Cultural Hack Strategies -- References -- 8 Evaluation and Optimization-How Do Culture Hacks Work? -- Abstract -- 8.1 Evaluate the Entire Process -- 8.2 Essential Evaluation Steps -- 8.2.1 Collect and Evaluate Feedback -- 8.2.2 Systematically Measure -- 8.2.3 Better Culture Hacks Through Qualification -- 8.2.4 Integration into Employee Goals and -Evaluation -- 8.3 Optimization of the Use of Culture Hacks -- 8.3.1 Corporate Culture Model -- 8.3.2 Structures and Processes -- 8.3.3 Integration in Cultural Work -- 8.3.4 Steer the Process With a Culture-Hacks-Canvas -- 9 Avoiding Mistakes-Mastering Challenges. Guidelines for Sustainable Success -- Abstract -- 9.1 No Strategy -- 9.2 No Systematics -- 9.3 Inadequate Competence -- 9.4 Trying To Do Too Much -- 9.5 Not demanding enough -- 9.6 Proceeding Too Quickly -- 9.7 Strengthening the Connection -- 9.8 Emphasize Appreciation -- 9.9 Avoid Cynicism and Sarcasm -- 9.10 Overburdening the System -- References -- 10 Culture Hacks as Instruments for Personnel and Organizational Development -- Abstract -- 10.1 Personal Perspective -- 10.2 Team Perspective 10.3 Organizational Perspective -- 10.4 Creating a Methodological Laboratory -- 10.5 Live Entrepreneurship -- 10.6 Fill Values With Life -- 10.7 Let it be Human in the Company -- 10.8 Live Corporate Culture-Implement Agility Through Hacks -- References -- Epilog |
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| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049876256 |
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| indexdate | 2024-09-20T04:22:17Z |
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| isbn | 9783662668276 |
| language | English |
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| record_format | marc |
| spelling | Herget, Josef Verfasser aut Strategic Culture Hacks A Framework for Shaping Corporate Culture 1st ed Berlin, Heidelberg Springer Berlin / Heidelberg 2023 ©2023 1 Online-Ressource (127 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- 1 Culture Hacks-Basics and Classification -- Abstract -- 1.1 Culture Hacks-Their Meaning and Role in Shaping Corporate Culture -- 1.2 Typology of Culture Hacks -- 1.2.1 Strategy-Oriented Culture Hacks: Mindset and Behavior -- 1.2.2 Decision Architecture-Oriented Culture Hacks: Nudging -- 1.2.3 Artifact-Induced Culture Hacks: Methods, Formats and Tips & -- Tricks -- 1.3 Dimensions of Culture Hacks -- 1.3.1 Psychological Dimension -- 1.3.2 Social Dimension -- 1.3.3 Organisational Dimension -- 1.4 Irritation-Intervention-Pattern Break -- 1.5 Culture Hacks-Concrete Effects and Goals -- 1.6 Culture Hacks as Guerrilla Strategy -- 1.7 Culture Hacks as a Permanent Compass-A Perspective View -- References -- 2 Significance and Examples of Culture Hacks in Practice -- Abstract -- 2.1 What are The Drivers of Culture Hacks? -- 2.2 For Which Organizations are Culture Hacks Suitable? -- 2.3 How Do Culture Hacks Get into the Company? -- 2.4 Culture Hacks in Daily Use-Some Examples -- 2.4.1 Strategically Oriented Culture Hacks -- 2.4.2 Nudging-Oriented Culture Hacks -- 2.4.3 Artifact-Induced Culture Hacks -- 2.4.4 Evaluation of the Respective Manifestations of Culture Hacks -- References -- 3 Achieving the Best Effect-When and Where to Use Them? -- Abstract -- 3.1 When Should Culture Hacks be Used? -- 3.2 Diagnosis: Evaluating Potential -- 3.3 Strategy: Identify Candidates -- 3.4 Roadmap -- 3.5 Requirements for the Effective use of Culture Hacks -- 3.5.1 Organizational Maturity -- 3.5.2 Personal Maturity -- References -- 4 Preparing Culture Hacks for Success -- Abstract -- 4.1 Qualification and Competence -- 4.1.1 Training -- 4.1.2 Coaching -- 4.2 Tools -- 4.2.1 Processes -- 4.2.2 Methods and Instruments -- References -- 5 Successful Implementation-How Culture Hacks Come into the System -- Abstract 5.1 The Dose Creates the Effect! -- 5.2 Systematics-From Puzzle to Mosaic -- 5.3 Manage the System, Not the People-Hack the System, Not the People -- 5.4 Determine The Level -- 5.5 From Individual Hacks to Team Hacks -- 5.6 From Empowerment to Encouragement -- 5.7 Where to Start-And Then What? -- 5.8 Designing Dramaturgy and Blueprint -- References -- 6 Inventory of Culture Hacks-Some Further Ideas -- Abstract -- 6.1 Strategy-Oriented Culture Hacks -- 6.2 Nudging-Oriented Culture Hacks -- 6.3 Artifact-Induced Culture Hacks -- References -- 7 Dynamic Design of Culture Hack Processes -- Abstract -- 7.1 Basic Strategies for Implementing Culture Hacks -- 7.1.1 Generic Level -- 7.1.2 Process Level -- 7.1.3 Point Level -- 7.1.4 Strategy Integration -- 7.2 Designing Cultural Hack Strategies -- References -- 8 Evaluation and Optimization-How Do Culture Hacks Work? -- Abstract -- 8.1 Evaluate the Entire Process -- 8.2 Essential Evaluation Steps -- 8.2.1 Collect and Evaluate Feedback -- 8.2.2 Systematically Measure -- 8.2.3 Better Culture Hacks Through Qualification -- 8.2.4 Integration into Employee Goals and -Evaluation -- 8.3 Optimization of the Use of Culture Hacks -- 8.3.1 Corporate Culture Model -- 8.3.2 Structures and Processes -- 8.3.3 Integration in Cultural Work -- 8.3.4 Steer the Process With a Culture-Hacks-Canvas -- 9 Avoiding Mistakes-Mastering Challenges. Guidelines for Sustainable Success -- Abstract -- 9.1 No Strategy -- 9.2 No Systematics -- 9.3 Inadequate Competence -- 9.4 Trying To Do Too Much -- 9.5 Not demanding enough -- 9.6 Proceeding Too Quickly -- 9.7 Strengthening the Connection -- 9.8 Emphasize Appreciation -- 9.9 Avoid Cynicism and Sarcasm -- 9.10 Overburdening the System -- References -- 10 Culture Hacks as Instruments for Personnel and Organizational Development -- Abstract -- 10.1 Personal Perspective -- 10.2 Team Perspective 10.3 Organizational Perspective -- 10.4 Creating a Methodological Laboratory -- 10.5 Live Entrepreneurship -- 10.6 Fill Values With Life -- 10.7 Let it be Human in the Company -- 10.8 Live Corporate Culture-Implement Agility Through Hacks -- References -- Epilog Erscheint auch als Druck-Ausgabe Herget, Josef Strategic Culture Hacks Berlin, Heidelberg : Springer Berlin / Heidelberg,c2023 9783662668269 |
| spellingShingle | Herget, Josef Strategic Culture Hacks A Framework for Shaping Corporate Culture Intro -- Preface -- Contents -- 1 Culture Hacks-Basics and Classification -- Abstract -- 1.1 Culture Hacks-Their Meaning and Role in Shaping Corporate Culture -- 1.2 Typology of Culture Hacks -- 1.2.1 Strategy-Oriented Culture Hacks: Mindset and Behavior -- 1.2.2 Decision Architecture-Oriented Culture Hacks: Nudging -- 1.2.3 Artifact-Induced Culture Hacks: Methods, Formats and Tips & -- Tricks -- 1.3 Dimensions of Culture Hacks -- 1.3.1 Psychological Dimension -- 1.3.2 Social Dimension -- 1.3.3 Organisational Dimension -- 1.4 Irritation-Intervention-Pattern Break -- 1.5 Culture Hacks-Concrete Effects and Goals -- 1.6 Culture Hacks as Guerrilla Strategy -- 1.7 Culture Hacks as a Permanent Compass-A Perspective View -- References -- 2 Significance and Examples of Culture Hacks in Practice -- Abstract -- 2.1 What are The Drivers of Culture Hacks? -- 2.2 For Which Organizations are Culture Hacks Suitable? -- 2.3 How Do Culture Hacks Get into the Company? -- 2.4 Culture Hacks in Daily Use-Some Examples -- 2.4.1 Strategically Oriented Culture Hacks -- 2.4.2 Nudging-Oriented Culture Hacks -- 2.4.3 Artifact-Induced Culture Hacks -- 2.4.4 Evaluation of the Respective Manifestations of Culture Hacks -- References -- 3 Achieving the Best Effect-When and Where to Use Them? -- Abstract -- 3.1 When Should Culture Hacks be Used? -- 3.2 Diagnosis: Evaluating Potential -- 3.3 Strategy: Identify Candidates -- 3.4 Roadmap -- 3.5 Requirements for the Effective use of Culture Hacks -- 3.5.1 Organizational Maturity -- 3.5.2 Personal Maturity -- References -- 4 Preparing Culture Hacks for Success -- Abstract -- 4.1 Qualification and Competence -- 4.1.1 Training -- 4.1.2 Coaching -- 4.2 Tools -- 4.2.1 Processes -- 4.2.2 Methods and Instruments -- References -- 5 Successful Implementation-How Culture Hacks Come into the System -- Abstract 5.1 The Dose Creates the Effect! -- 5.2 Systematics-From Puzzle to Mosaic -- 5.3 Manage the System, Not the People-Hack the System, Not the People -- 5.4 Determine The Level -- 5.5 From Individual Hacks to Team Hacks -- 5.6 From Empowerment to Encouragement -- 5.7 Where to Start-And Then What? -- 5.8 Designing Dramaturgy and Blueprint -- References -- 6 Inventory of Culture Hacks-Some Further Ideas -- Abstract -- 6.1 Strategy-Oriented Culture Hacks -- 6.2 Nudging-Oriented Culture Hacks -- 6.3 Artifact-Induced Culture Hacks -- References -- 7 Dynamic Design of Culture Hack Processes -- Abstract -- 7.1 Basic Strategies for Implementing Culture Hacks -- 7.1.1 Generic Level -- 7.1.2 Process Level -- 7.1.3 Point Level -- 7.1.4 Strategy Integration -- 7.2 Designing Cultural Hack Strategies -- References -- 8 Evaluation and Optimization-How Do Culture Hacks Work? -- Abstract -- 8.1 Evaluate the Entire Process -- 8.2 Essential Evaluation Steps -- 8.2.1 Collect and Evaluate Feedback -- 8.2.2 Systematically Measure -- 8.2.3 Better Culture Hacks Through Qualification -- 8.2.4 Integration into Employee Goals and -Evaluation -- 8.3 Optimization of the Use of Culture Hacks -- 8.3.1 Corporate Culture Model -- 8.3.2 Structures and Processes -- 8.3.3 Integration in Cultural Work -- 8.3.4 Steer the Process With a Culture-Hacks-Canvas -- 9 Avoiding Mistakes-Mastering Challenges. Guidelines for Sustainable Success -- Abstract -- 9.1 No Strategy -- 9.2 No Systematics -- 9.3 Inadequate Competence -- 9.4 Trying To Do Too Much -- 9.5 Not demanding enough -- 9.6 Proceeding Too Quickly -- 9.7 Strengthening the Connection -- 9.8 Emphasize Appreciation -- 9.9 Avoid Cynicism and Sarcasm -- 9.10 Overburdening the System -- References -- 10 Culture Hacks as Instruments for Personnel and Organizational Development -- Abstract -- 10.1 Personal Perspective -- 10.2 Team Perspective 10.3 Organizational Perspective -- 10.4 Creating a Methodological Laboratory -- 10.5 Live Entrepreneurship -- 10.6 Fill Values With Life -- 10.7 Let it be Human in the Company -- 10.8 Live Corporate Culture-Implement Agility Through Hacks -- References -- Epilog |
| title | Strategic Culture Hacks A Framework for Shaping Corporate Culture |
| title_auth | Strategic Culture Hacks A Framework for Shaping Corporate Culture |
| title_exact_search | Strategic Culture Hacks A Framework for Shaping Corporate Culture |
| title_full | Strategic Culture Hacks A Framework for Shaping Corporate Culture |
| title_fullStr | Strategic Culture Hacks A Framework for Shaping Corporate Culture |
| title_full_unstemmed | Strategic Culture Hacks A Framework for Shaping Corporate Culture |
| title_short | Strategic Culture Hacks |
| title_sort | strategic culture hacks a framework for shaping corporate culture |
| title_sub | A Framework for Shaping Corporate Culture |
| work_keys_str_mv | AT hergetjosef strategicculturehacksaframeworkforshapingcorporateculture |