Understanding National Culture and Ethics in Organisations: A Study of Eastern and Central Europe reveals some leading questions in business research, linking ethics and national culture, with a particular emphasis on Eastern European countries.

This book offers research geared toward understanding culture and its influence on the success of global businesses. Divided into two parts that look at the leveraging culture cultural diversity from an organizational as well as national perspective, the chapters investigate the effects of technology on culture, the role of leadership in corporate culture, and communicating and managing change across cultures. The book emphasizes that embracing cultural and subcultural differences alongside instilling organizational culture are the keys to successful modern business. With contributions from authors from academic as well as professional backgrounds, this book will serve as a valuable resource to researchers interested in cultural studies generally as well as those studying the importance of culture to managing modern organizations.

This study examines the intersection of human resource development and human resource management with ethical business cultures in developing economies, and addresses issues faced daily by practitioners in these countries. It is ideal for scholars, researchers and students in business ethics, management, human resource management and development, and organization studies.

"This book concentrates on some leading questions in business ethics research in the last two decades and tries to find explanations concerning cultural issues. It focuses on the alignment or congruence between business ethics and cultural contexts with a special emphasis on Eastern European countries. The core of this book is doing business in Central and Eastern Europe (CEE) in order to throw light on the cultural issues related to business ethics. Its primary purpose is a finer view of the impact of national, organizational and professional cultures in business ethics. The general questions encountered in this book are related to the nexus between culture and ethics in (CEE), national, organizational and professional cultures' link to (CEE) countries' ethics. The aim of this book is a deeper understanding of the cultural differences in Central and Eastern Europe. This might help organizations provide better opportunities for doing business across a wide cultural spectrum. With the increase of global mobility, cultural and ethical issues become more and more important. Multi-national corporations might garner a competitive advantage when they understand the importance of local culture and ethics. International business professionals may benefit from a deeper understanding of cultural values that affect the perceptions of individuals during negotiation and decision-making across cultures. Multinational companies that do not take into consideration or minimize the importance of cultural and ethical issues expose themselves to a higher risk of failure. The expectation of the authors of this book is that the conclusions would help alert international business scholars and practitioners of the need to thoroughly understand the cultural issues influencing ethics"--

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 performance, 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.

While the current workforce has pushed for the capability to work from home, it has been the natural disasters and pandemics that have emerged across the globe this past year that have pushed the matter to the forefront of conversation. More companies are seeing the benefits of having a workforce that can maintain business processes and keep organizations running from anywhere. Advances in technology continue to improve online collaboration tools and co-working centers, making working from anywhere a possibility. Anywhere Working and the Future of Work is a pivotal reference source that provides vital research on the current state of teleworking/telecommuting and how it can be used to achieve competitive advantage. While highlighting topics such as digital workforce, mobile technology, and accessibility, the book examines the trends, issues, and limitations that are informing the future of anywhere working. This publication also explores remote management practices as well as potential challenges such as increasing business automation applications that may require navigation in the future of work. This book is ideally designed for business professionals, managers, executives, government agencies, policymakers, academicians, researchers, and students.

Total quality management (TQM), reengineering, the workplace of the twenty-first centuryâ€"the 1990s have brought a sense of urgency to organizations to change or face stagnation and decline, according to Enhancing Organizational Performance. Organizations are adopting popular management techniques, some scientific, some faddish, often without introducing them properly or adequately measuring the outcome. Enhancing Organizational Performance reviews the most popular current approaches to organizational changeâ€"total quality management, reengineering, and downsizingâ€"in terms of how they affect organizations and people, how performance improvements can be measured, and what questions remain to be answered by researchers. The committee explores how theory, doctrine, accepted wisdom, and personal experience have all served as sources for organization design. Alternative organization structures such as teams, specialist networks, associations, and virtual organizations are examined. Enhancing Organizational Performance looks at the influence of the organization's norms, values, and beliefsâ€"its cultureâ€"on people and their performance, identifying cultural "levers" available to organization leaders. And what is leadership? The committee sorts through a wealth of research to identify behaviors and skills related to leadership effectiveness. The volume examines techniques for developing these skills and suggests new competencies that will become required with globalization and other trends. Mergers, networks, alliances, coalitionsâ€"organizations are increasingly turning to new intra- and inter-organizational structures. Enhancing Organizational Performance discusses how organizations cooperate to maximize outcomes. The committee explores the changing missions of the U.S. Army as a case study that has relevance to any organization. Noting that a musical greeting card contains more computing power than existed in the entire world before 1950, the committee addresses the impact of new technologies on performance. With examples, insights, and practical criteria, Enhancing Organizational Performance clarifies the nature of organizations and the prospects for performance improvement. This book will be important to corporate leaders, executives, and managers; faculty and students in organizational performance and the social sciences; business journalists; researchers; and interested individuals.

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

Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.

Not just another day at the office or is it? -The surgical technician ducks as a stapler flies past his head during the concluding moments of a lengthy and difficult operation. -The high-powered, internationally known finance guru seeks to turn fortunes around at the university of which he is now president and finds himself a leader without followers. -The powerful satraps silently sabotage the CEO's desperately needed growth initiative. These are "moments that cannot be ignored" -- events, actions, comments that stop people in their tracks and, in one fell swoop, make it blindingly clear that an organization is stuck and unable to move forward. And they have become regular occurrences in today's corporations, non-profits, and educational institutions as new forms of work, communication, and technology expose the ways in which an organization's culture -- or "the way we do things around here" -- conflicts with new competitive demands. The result: telling incidents -- all too visible elephants in the room -- that reveal underlying conflicts as well as hidden assets. In The Moment You Can't Ignore, Malachi O'Connor and Barry Dornfeld tell fascinating "you are there" stories of people and organizations as they encounter and then navigate through and beyond these un-ignorable moments, and show what we can learn from them. They outline the big questions organizations need to ask themselves about identity, leadership, and the capacity to innovate that an understanding of culture can help answer, and deliver powerful insights into recognizing and harnessing hidden assets that point in the direction of a new future. In our age of porous organizations and constant change, The Moment You Can't Ignore demonstrates that the adage, "culture eats strategy for lunch," is more relevant now than ever.