øIt would be unusual for a framework as powerful and predictive as the Competing Values Framework to remain unchallenged and absent of criticism. In addition to updating the examples and references, this second edition provides a new chapter motivated

There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line.

The concept of culture is a key issue within management and organization studies. Understanding Organizational Culture provides a useful and comprehensive guide to understanding organizational culture, from a range of angles, contexts and sectors. The book answers questions of definition, explores alternative perspectives, and expands on substantive issues (such as leadership and change), before discussing key issues of research and providing a new framework for this topic. Mats Alvesson synthesizes for students the advances in the field of organizational culture, drawing upon the range of relevant literature within Organization Studies. The author also uses examples to develop and illustrate ideas on how cultural

The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book: Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.

If you believe culture makes a real difference to an organization’s performance, this book is for you. It unravels organizational culture by answering three key questions: What is culture? Why is it important? How to transform culture? As a practical guide for managers and leaders, it will help you take the right steps toward creating a high-performance culture.

This book presents a new approach to organizational culture based in the ontologies of process metaphysics, complexity theory, and social constructionism. The author shows that most existing definitions of organizational culture are inadequate and argues that organizational culture is socially constructed, building on Schein's idea that culture emerges as a dynamic response to problem solving by the organization’s members. Through several case studies, he demonstrates that neglecting an organization's culture is responsible for the failures of organizational change efforts and shows how using this new model will lead to improved results. This book will be a valuable resources to anyone interested in organizational studies.

Management of organizational culture is a controversial topic. Pragmatists argue that it can be, should be and has been easily managed and they offer guidance how to do this, whilst purists find it ridiculous to talk about managing organizational culture: it cannot be managed, it evolves. Contributions to this fascinating book cover the following topics: * the relationship between leadership and organizational culture * the study of the role of organizational culture in four distinct cases * a change project of managerial culture * the FOCUS-instrument for measuring organizational culture * the main influences of organizational culture on its individual members * critical questions for future research. The editors do not intend to give final answers to this ongoing discussion, but to contribute to the debate and aid understanding. The contributions guide practitioners and researchers through the complex issues to avoid possible pitfalls.

How do people react to significant organizational change? Do we see ourselves as helping change to come about, or allowing change to happen around us? How can we adapt more easily to change? Based around an illuminating extended case-study, this important text uncovers the reality of organizational change. From planning and inception to project management and engagement, this book explores the views and reactions of various stakeholders undergoing real-life change processes. Drawing on theories of organizational culture, it helps us to understand how organizations can promote change without alienating the people needed to implement it. Changing Organizational Culture represents an original and timely addition to the literature on organizational change. It is vital reading for all students, researchers and practitioners working in organizational theory and behaviour, change management and HRM.

"The Handbook of Organizational Culture and Climate provides an overview of current research, theory and practice in this expanding field. The editorial team and the authors come from diverse professional and geographical backgrounds, and provide an unprecedented coverage of topics relating to both culture and climate of modern organizations.... Well-known editors Neal Ashkanasy, Celeste P. M. Wilderom, and Mark F. Peterson lend a truly international perspective to what is the single most comprehensive and up-to-date source on the growing field of organizational culture and climate. In addition, the Handbook opens with a foreword by Andrew Pettigrew and two provocative commentaries by Ben Schneider and Edgar Schein, and concludes with an invaluable set of combined references." --Publisher.

Organizational Culture and Identity discusses the literature concerned with culture in organizations and explains why the term has been invoked with such enthusiasm. Martin Parker presents further ways of thinking about organizations and culture which suggest that organizational cultures should be seen as `fragmented unities′ in which members identify themselves as collective at some times and divided at others.