Managing strategic change - strategy, culture and action

Article Abstract:

Managers can recognize reasons for the strategic inertia that exists in their organizations by using a framework that acknowledges the links between organizational culture, strategy and managerial behaviour. These linkages are illustrated by three case studies wherein the core set of beliefs shared by the managers are firmly embedded in an organization's culture that it often dominates the development of strategy and causes resistance to significant change. It is resolved that management of strategic change also involves socio-political and cultural realities besides analytical planning.

Evaluation, Management, Organizational change

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Managing joint ventures in Russia: can the problems be solved?

Article Abstract:

Russian and Western companies engaged in joint venture projects in Russia are looking for ways to solve the various problems that beset their operations. These problems are caused by the national, economic and cultural differences between Russia and the West. These differences are manifested in the conflicting interpretations by Russian and Western companies of the basic business concepts, management styles and role of partners in the business.

Joint ventures, International business enterprises, Multinational corporations, Russia, Corporations, Corporations, Soviet

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How corporate culture drives strategy

Article Abstract:

Corporate culture is viewed as a practical management tool that can help drive an organization's strategy. Its best practical use is as a contingent variable within an open systems framework for strategy analysis. A model for the cultural analysis of organizations is developed and used to analyze cultural problems confronting Ford Motor Co in its efforts to absorb Jaguar cars into its organization.

Cultural policy

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