How national culture impacts organizational culture and business success Using extensive case studies of successful global corporations, this book explores the impact of national culture on the corporate strategy and its execution, and through this ultimately business success or failure.
The message of this book is simple: national culture, through its influence on corporate culture, has a powerful but often-invisible impact on the success of global companies. What's more, the very same national traits that accelerate growth at one stage of the corporate life cycle may derail that growth at a different stage or when an inevitable crisis hits.
How did Samsung Electronics become the world's largest consumer electronics company in less than 20 years, unseating dominant Sony Corporation in the process? What pivotal role did the national heritage of both companies play in this? How did Toyota create a sustainable competitive advantage for almost 25 years, by adapting a global business philosophy deeply rooted in Japanese culture? How did the Finnish roots of Nokia and the American roots of GM first help both companies, only later to derail their success?
In a global world where most processes and products can and will be copied, culture matters more than ever, and as this book shows, can be a source of sustainable competitive advantage! As they say: 'Culture eats Strategy for lunch!' Through case examples that include: Toyota, Austin Motor Company (later British Leyland), Samsung, Sony, Nokia, and P&G, Hammerich and Lewis provide a new conceptual framework and 10 vital tools for analyzing corporate culture and diagnosing the dynamics that drive the success of global companies.
"This is a thought-provoking read for anyone working across cultures." (The CA, August 2013)
"With case studies from Asia, Europe and the US, the book offers a thorough insight into how even the smallest of cultural traits can affect businesses immensely.' (GulfBusiness.com, September 2013)
"The book offers a readable tour through organisational culture..." (Professional Manager, September 2013)
"...in focusing on culture they are clearly onto something important...Fish Can't See Water is full of interesting insights into modern business." (The Economist, October 2013)
"The real challenge this book provides is that companies need to recognise that cultural change does not happen simply by chance or desire, but requires real management focus throughout the organisation. The opportunity that awaits those organisations that achieve this is extraordinary and creates long-term sustainable businesses." (Financial Advisor, April 2014)
