内容

目次

1. Introduction: Five Key Issues in Understanding and Changing Culture (Ralph H. Kilmann, Mary J. Saxton, Roy Serpa) Part One: What Is Culture: Its Function and Impact 2. How Culture Forms, Develops, and Changes (Edgar H. Schein) 3. Breakup of the Bell System: A Case Study in Cultural Transformation (W. Brooke Tunstall) 4. Believing Is Seeing: How Culture Influences the Decisions Top Managers Make (Alice M. Sapienza) 5. Strategic Myopia: Culture as an Invisible Barrier to Change (Jay W. Lorsch) 6. The Relationship of Corporate Culture to Industry Sector and Corporate Performance (George G. Gordon) Part Two: General Approaches to Understanding and Managing Culture 7. Sourcing Workplace Cultures: Why, When, and How (Meryl Reis Louis) 8. Culture Is Not Just an Internal Affair (Stanley M. Davis) 9. Managing Specialized Corporate Cultures (Harry J. Martin) 10. Managing Culture at the Bottom (Tim R. V. Davis) 11. Corporate Taboos as the Key to Unlocking Culture (Ian I. Mitroff, Ralph H. Kilmann) Part Three: The Dynamics of Cultural Change 12. The Cycle of Cultural Evolution in Organizations (W. Gibb Dyer, Jr.) 13. How to Decipher and Change Corporate Culture (Vijay Sathe) 14. You Can't Get There From Here: What Will Make Culture–Change Projects Fail? (Alan L. Wilkins, Kerry J. Patterson) 15. Cultural Change: Opportunity, Silent Killer, or Metamorphosis? (Terrence E. Deal) Part Four: Specific Methods for Changing Culture 16. Four Phases for Bringing About Cultural Change (Robert F. Allen) 17. Five Steps for Closing Culture–Gaps (Ralph H. Kilmann) 18. Using Six Organizational Rites to Change Culture (Harrison M. Trice, Janice M. Beyer) 19. Arriving at Four Cultures by Managing the Reward System (Nirmal K. Sethia, Mary Ann Von Glinow) 20. Conclusion: Why Culture Is Not Just a Fad (Ralph H. Kilmann, Mary J. Saxton, Roy Serpa)