Mendeley出力
＜図書＞
Corporate culture and performance
| 責任表示 | John P. Kotter, James L. Heskett |
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| データ種別 | 図書 |
| 出版情報 | New York : Free Press Toronto : Maxwell Macmillan Canada New York : Maxwell Macmillan International , c1992 |
| 本文言語 | 英語 |
| 大きさ | viii, 214 p. : ill. ; 25 cm |
| 概要 | Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic perfo...mance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures. 続きを見る |
| 目次 | The power of culture Strong cultures Strategically appropriate cultures Adaptive cultures The case of Hewlett-Packard The nature of low-performance cultures People who create successful change Leaders in action The case of ICI The case of Nissan On the role of top management.続きを見る |
所蔵情報
| 状態 | 巻次 | 所蔵場所 | 請求記号 | 刷年 | 文庫名称 | 資料番号 | コメント | 予約・取寄 | 複写申込 | 自動書庫 |
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中央図 自動書庫 | 335/Ko 94/2 | 1992 |
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068172192023760 |
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書誌詳細
| 一般注記 | Includes bibliographical references (p. [199]-203) and index |
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| 著者標目 | *Kotter, John P., 1947- Heskett, James L. |
| 件 名 | LCSH:Corporate culture LCSH:Organizational effectiveness LCSH:Performance |
| 分 類 | LCC:HD58.7 DC20:658 |
| 書誌ID | 1000079827 |
| ISBN | 0029184673 |
| NCID | BA17169779 |
| 巻冊次 | ISBN:0029184673 ; PRICE:$24.95 |
| 登録日 | 2009.09.10 |
| 更新日 | 2009.09.10 |