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| Author: | Newman, V. Chaharbaghi, K. |
| Title: | The corporate culture myth |
| Journal: | Long Range Planning
1998 : AUG, VOL. 31:4, p. 514-522 |
| Index terms: | LONG RANGE PLANNING MANAGEMENT CORPORATE CULTURE |
| Language: | eng |
| Abstract: | Managers need to understand that the prevailing culture of leading organizations is the product of overcoming a series of crises to deliver a successful technology that will in turn, encourage emulators to attempt a similar journey. This prevailing culture can prove more enduring that the technology it evolved to support, and "culturing" is the process of replacing an obsolete technology with a new one based on more recent creativity. This article demonstrates that the relevance of the word "culture" varies among different groups involved in the process of innovating and continued failure to understand these diverse groups and their interactions will ensure that corporate culture will remain a largely rhetorical concept without a useful purpose. |
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