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Jedoch sollten die Gängigen abgedeckt werden 289 287Index Websites and 281References 278Appendix conclusion book and 277Chapter countries for 276Implications imperatives cultural the with agenda leadership and talent the Align 2754. globally culture corporate the of elements key embedding for strategy clear a is there Ensure 2743. culture monitor systematically to force task cross-functional a establish and driven data more discussion culture making for methodology recurrent a Establish 2732. aware culturally organization the make and performance day-to-day with diversity balance Carefully 2731. management to recommendations 273Four team executive the in and board the at diversity Promote 2722. years five every least at audit dynamics cultural and strategy full a Conduct 2721. boards to recommendations 271Two organizations two merging when carefully implications cultural the Analyze 2692. board the in diversity promote and dynamic cultural derailing a of signs tell-tale the for out Watch 2691. investors to recommendations 269Two derail and enable both that traits national 17 of 266Examples fingerprint lifecycle national 266The you surrounds that water the 265Seeing World Multicultural a in Performance Corporate Enhancing 26310 closing 262Chapter crises 261Meeting transformation 260Navigating leadership of 260Change 259Time 259Success 258Disruption execution 257Poor competition facing strategy 257Poor crisis of times in performances cultural 256Differing point transformation a 256Navigating leadership of 255Change backwards move you forwards move don't you if - 254Time platform burning 253The trap price share 252The memory no has 252Success trap success the - blind makes 251Success crisis success the - 251Success disruption process on traits national of effect 250The disruption 250Process disruption technology on traits national of effect 248The disruption 248Technology 247Disruption execution poor on traits national of effect 247The GM and Sony - 247Examples execution in 246Problems traits national of effect 243The Moltke Von Marshall Field and Army Prussian 243The "outplayed" being competition: v. 241Strategy Crisis The 2389 oriented relationship Remain 23816. unpunctuality Accept 23815. profit as important as is Reputation 23814. acceptable are tactility and language body Overt 23713. people key with favours give and Seek 23712. transactions human Complete 23611. aloud Think 23610. gregarious be enthusiastically, Socialize 2369. direct than rather diplomatic Be 2358. situational and flexible is Truth 2357. like you when Interrupt 2356. emotion and feelings Display 2345. once at talking people several for prepared Be 2344. once at things several discuss to prepared Be 2333. fully reply then and length at talk them Let 2332. opinions for is Speech 2281. cultures multi-active with dealing for rules 228Golden trust building at hard Work 22714. hierarchy and distances power fixed Observe 22513. times appropriate at things Do Asians. pressure or rush Don't 22512. networks Utilize 22411. flexibly them interpret but rules the Follow 22410. truth over diplomacy Prioritize 2239. open options leave to as so ambiguous, Be 2238. indirect be must criticism, especially Suggestions, 2227. face lose to anyone cause Never 2216. openly disagree Never 2215. confront Never 2214. interrupt Never 2203. important is listening Good 2202. harmony promote to is Speech 2201. cultures reactive with dealing for rules 218Golden reality and 215Appearance West the 215Whither West the Whither 2138 Investors) and Managers Boards, for (Lessons Action in Model The III 210Part cases eight the from lessons 206Key values embedded central few 206A P&G of history brief 205A P&G study: 205Case FLSmidth on 203Epilogue FLSmidth facing options strategies cultural three 203The 2.0 to 1.0 from moves it as FLSmidth facing dilemma country" "small 202The practices work the and culture the challenges footprint new 201A outlined is strategy new a and - strikes disaster - years 70 next 200The embedded founder the values the and history brief 199A culture national Danish 198The FLSmidth study: 197Case conclusion and crisis 195The America in 193Toyota differentiation sustainable of source a as Way Toyota 191The Toyota at practices work and Way Toyota 191The values corporate embedded Toyota's and founder 190The Toyota study: 188Case period maturity the during derail or enable to tend that traits 187National phase consolidation the of 187Description phase consolidation 185The Period Maturity The 1847 close 180Chapter Electronics Samsung versus Sony on 172Conclusion Electronics 166Samsung 166Sony Electronics Samsung versus Sony study: 165Case phase efficiency and scale the during derail or enable to tend that traits 164National phase efficiency and scale 164The phase innovation the during derail or enable to tend that traits 162National phase this of 162Description stage expansion line product 161The Period Growth The 1606 period growth the preview - close 159Chapter adjustments cultural 159Walmart Korea South in 158Walmart China in 155Walmart markets foreign tackling business American an - Walmart study: 154Case humility and agility - KONE study: 152Case 3.0 149Nokia 2.0 147Nokia 1.0 Nokia at practices work 145The 1.0 Nokia new the of period embryonic 144The culture Finnish 144The Nokia study: 141Case period embryonic 140The cycles business the over success enable that 138Traits 137Dell 136Microsoft 136Apple Dell and Microsoft Apple, years: early the during embedded 135Values Period Embryonic The 1335 Consolidation to Innovation from Company a of Lifecycle The Cases: II 132Part closing 131Chapter 130Conclusion dynamic cultural wing-it short-term derailing potentially 129The bias-for-action" "the - dynamic cultural enabling 128One results 128The Austin at behaviour 127Observed values communicated and rituals 126Artefacts, practices work 121The Motors Austin of history 70-year brief 121A Motors Austin study: 119Case model(r) dynamic cultural full the and dynamic cultural 117A universe" "cultural the underpinning beliefs and assumptions values, the 116Identifying statements vision and 114Mission statements vision and behaviours observed 113Decoding borders across practice 112Work systems compensation and reward management, performance 112The processes 110Workflow capabilities and skills 110Organizational processes 108Decision-making informal) and (formal hierarchy and structure 108Organizational practices 106Work culture national the and realities business the from beliefs and values embedded 106The together all it bringing - model(r) dynamic cultural static 105The 105Introduction Case Motors Austin the and Model(r) Dynamic Cultural The 1024 100Summary traits national British of advantages/disadvantages 99Potential culture corporate within traits nation-state of 98Expression background 98Historical traits nation-state 98Key Britain 98Great 96Summary traits national German of advantages/disadvantages 95Potential culture corporate within traits nation-state of 95Expression background 95Historical traits nation-state 95Key 94Germany 94Summary traits national Italian of advantages/disadvantages 91Potential culture corporate within traits nation-state of 90Expression background 90Historical traits nation-state 90Key 90Italy 86Summary traits national Japanese of advantages/disadvantages 85Potential culture corporate within traits nation-state of 84Expression background 84Historical traits nation-state 84Key 83Japan 82Summary traits national French of advantages/disadvantages 81Potential culture corporate within traits nation-state of 81Expression background 80Historical traits nation-state 80Key 80France 79Summary traits national Swedish of advantages/disadvantages 78Potential culture corporate within traits nation-state of 77Expression background 77Historical traits nation-state 77Key 76Sweden 73Summary traits nation-state US of advantages/disadvantages 71Potential culture corporate within traits nation-state of 70Expression background 70Historical traits nation-state 70Key States United 69The Countries Seven in Cultures Corporate affect they how and Traits Nation-State 643 done things 60Getting cultures 58Reactive cultures 57Multi-active cultures 49Linear-active Scene the Setting - Model Lewis The 472 summary 45Chapter advantage competitive a as agility cultural and culture of lag time 44The culture of levels three 41The influencers national the see: don't people water 31The . . . by uenced infl practices 31Work practices" work "the done: gets that work from come 30Results model(r) dynamic cultural the strategy: and culture 29Corporate culture corporate of dimensions six 28The organization mature the in practices work daily the by 28Reinforced on early assumptions and beliefs values, their embed leaders 26How culture of levels three 26The culture? corporate is 25What Results Business and Strategy Culture, Corporate 231 Model(r) Dynamic Cultural the Developing I 19Part overview chapter brief 17A 15Summary companies 13"Global" hit crisis the when - lifecycle the of 12Interruptions 11Consolidation focus scale and 11Efficiency expansion 10Product-line expansion geographic 10The phase innovation 9The culture corporate and lifecycles corporate view: long-term 6The culture analyzing when see couldn't we that water 4The "culture"? is 1What xvIntroduction xiiiAcknowledgements Preface die Interessenten in Suchmaschinen eingeben Datenverarbeiter von Kartenzahlungen die Onlineshops anbieten können Webhosting Die gewählten Kanäle sollten jedoch weitgehend ineinander greifen können

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