Corporate Culture and Performance

by John P. Kotter

Other authorsJames L. Heskett
Paper Book, 1992



Call number

IBMC Library - HD 58.7 K68 1992


New York : Free Press


0029184673 / 9780029184677


The authors trace the relationship between corporate culture and economic success. By examining over 200 firms, including Hewlett-Packard, Xerox, ICI and Nissan, they show how unwritten rules affect performance. They argue that a corporate culture must above all else be flexible. Organizations who believe thay have found a winning formula and become complacent enough to ignore changing conditions will often find themselves on the run. When an organization's set-up is no longer delivering success, then, say the authors, strong leadership is imperative. They give examples of the ways in which the positive visions of individual exectives have transformed the culture and performance of their companies.

Local notes

The power of culture
Strong cultures
Strategically appropriate cultures
Adaptive cultures
The case of Hewlett-Packard
The nature of low-performance cultures
People who create successful change
Leaders in action
The case of ICI
The case of Nissan
On the role of top management.
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