Leading Culture Change in Global

Filled with case studies from firms such as Henkel, TI Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combine twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter use a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more.

Daniel Denison is professor of management and organization at International Institute for Management Development (IMD) in Lausanne, Switzerland.

Robert Hooijberg is professor of organizational behavior at IMD. His areas of special interest are leadership and 360-degree feedback, negotiations, team building, and organizational culture.

Nancy Lane is a research associate at IMD who collaborates with Robert Hooijberg.

Colleen Lief is project manager of the IMD-Lombard Odier Darier Hentsch Family Business Research Center.

Foreword	p. ix
Preface	p. xiii
Building a High-Performance Business Culture	p. 1
Supporting the Front Line	p. 25
Creating Strategic Alignment	p. 49
Creating One Culture Out of Many	p. 71
Exporting Culture Change	p. 91
Building a Global Business in an Emerging Market	p. 113
Building a Global Business from an Emerging Market	p. 133
Building for the Future: Trading Old Habits for New	p. 153
Appendix: Denison Organizational Culture Survey: Overview and Resource Guide	p. 173
Notes	p. 195
Acknowledgments	p. 205
The Authors	p. 209
Index	p. 211
Table of Contents provided by Ingram. All Rights Reserved.

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Leading Culture Change in Global Organizations Aligning Culture and Strategy

Summary

Author Biography

Table of Contents

Supplemental Materials