Corporate culture and performance


Corporate culture and performance

John P. Kotter, James L. Heskett

Free Press , Maxwell Macmillan Canada , Maxwell Macmillan International, c1992

大学図書館所蔵 件 / 63



Includes bibliographical references (p. [199]-203) and index



The authors trace the relationship between corporate culture and economic success. By examining over 200 firms, including Hewlett-Packard, Xerox, ICI and Nissan, they show how unwritten rules affect performance. They argue that a corporate culture must above all else be flexible. Organizations who believe thay have found a winning formula and become complacent enough to ignore changing conditions will often find themselves on the run. When an organization's set-up is no longer delivering success, then, say the authors, strong leadership is imperative. They give examples of the ways in which the positive visions of individual exectives have transformed the culture and performance of their companies.

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