Fish Can't See Water: How National Culture Can Make or Break Your Corporate Strategy

INDEX

ABB 254

absenteeism 219

accelerators 277

active inertia 269

actual values 116, 276

Adizes, Dr Ichak corporate lifecycle 10, 242

Aerospatiale 75

affinity networks 58

Agile 105–6

Agnelli 51

Alahuhta, Matti 146, 155

Ala-Pietilä, Pekka 146

Aldi 208

Alliance Française 81

Amazon 19, 251, 257

ambiguity 223–4

American Chamber of Commerce in Japan (ACCJ) 74

American Dream 70, 71, 72, 73–4, 102, 217, 268

Andon Cord 112, 196

Angry Birds 145, 278

Annis, Barbara 276

AP Moeller Maersk 200

Apple 2, 9, 14, 36, 50, 116, 135, 136–7, 138, 139, 144, 180, 184, 247, 254, 256, 269

iPhone 36, 137, 152–3

iPod 137, 169

Argentina 262, 281

artefacts 27, 29, 31, 34, 43, 105, 107–8, 114, 127, 193, 198

Asda 156, 158, 159

Asea-Graham 154

Asian crisis (1997) 176–7

aspirational values 116, 276

Ataturk, Kemal 52

audit, cultural dynamics 272–3

Austin, Herbert 121–2, 126

Austin Motor Company 3, 11, 36, 165, 256

see also Austin Motor Company case study

Austin Motor Company case study 105, 121–32, 135

artefacts, rituals and communicated values 127

bias-for-action and problem-solving focus 129–30

history 121–6

business influencers 125

English national influencers 125

leadership 126

strategic imperatives in 1960 123–4

observed behaviour 128

results 128–9

short-term wing-it cultural dynamic 130–2

work practices 126–7

decision-making processes 126

organizational skills and capabilities 126–7

organizational structure 126

performance management, reward and compensation systems 127

workflow processes 127

Australia