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This remarkable new work reconciles two distinct disciplinary fields; the study of culture and the study of markets, to expand our understanding of the world of markets and business enterprise.
This book will be an excellent primer for policy makers wishing to understand the nature and contradictory significance of the underground economy and needing to design suitably subtle policy responses to it. Roger Lee, Growth and Change The Hidden Enterprise Culture is a top pick for any economist or academician interested in this field, as well as for any underground entrepreneur who wants to make their enterprise lawful with the fewest possible legal complications. Midwest Book Review Strongly recommended for policy makers and students of business. Global Business Review Portraying how entrepreneurs often start out conducting some or all of their trade on an off-the-books basis and how many continue to do so once they become established, this book provides the first detailed account of the vast and ubiquitous hidden enterprise culture existing in the interstices of western economies. Until now, the role of the underground economy in enterprise creation, entrepreneurship and small business development has been largely ignored despite its widespread prevalence and importance. In contrast to much of the previous literature that views the underground economy as low-paid, exploitative sweatshop work that should be deterred, this book takes a fresh, more positive perspective that considers the underground economy as a hidden enterprise culture. Colin C. Williams prescribes the means by which western governments can best harness this hidden culture of enterprise. He outlines detailed policy initiatives that seek to assist business ventures in setting up on a formal footing, and aim to encourage underground enterprises and entrepreneurs to make the transition into the realm of legitimacy. This book provides a lucid guide as to how the hidden culture of enterprise can be brought into the open. As such, it will prove invaluable to a wide-ranging audience including scholars and students of business studies, entrepreneurship, management, economics and regional science.
An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.
Using case studies, commentary and critique, the contributors discuss the importance of the two concepts in British social and cultural life, with examples from film, television, literature, urban planning, architecture and tourism.
This book provides an empirical study of the increasing importance of the concept of the entrepreneur in the context of the neoliberal cultural paradigm. Using the theoretical framework of the post-structural discourse theory and methods of qualitative discourse analysis, the book describes the changes in political discourse that resulted in the increasing dominance of the figure of the entrepreneur after the late 1980s.
The promotion of an enterprise culture and entrepreneurship in India in recent decades has had far-reaching implications beyond the economy, and transformed social and cultural attitudes and conduct. This book brings together pioneering research on the nature of India’s enterprise culture, covering a range of different themes: workplace, education, religion, trade, films, media, youth identity, gender relations, class formation and urban politics. Based on extensive empirical and ethnographic research by the contributors, the book shows the myriad manifestations of enterprise culture and the making of the aspiring, enterprising-self in public culture, social practice, and personal lives, ranging from attempts to construct hegemonic ideas in public discourse, to appropriation by individuals and groups with unintended consequences, to forms of contested and contradictory expression. It discusses what is ‘new’ about enterprise culture and how it relates to pre-existing ideas, and goes on to look at the processes and mechanisms through which enterprise culture is becoming entrenched, as well as how it affects different classes and communities. The book highlights the social and political implications of enterprise culture and how it recasts family and interpersonal relationships as well as personal and collective identity. Illuminating one of the most important aspects of India’s current economic and social transformation, this book is of interest to students and scholars of Asian Business, Sociology, Anthropology, Development Studies and Media and Cultural Studies.
The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book: Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.
This book identifies key factors necessary for a well-functioning information infrastructure and explores how information culture impacts the management of public information, stressing the need for a proactive and holistic information management approach amidst e-Government development. In an effort to deal with an organization's scattered information resources, Enterprise Content Management, Records Management and Information Culture Amidst E-Government Development investigates the key differences between Enterprise Content Management (ECM) and Records Management (RM), the impact of e-Government development on information management and the role of information in enhancing accountability and transparency of government institutions. The book hence identifies factors that contribute to a well-functioning information infrastructure and further explores how information culture impacts the management of public information. It highlights the Records Continuum Model (RCM) thinking as a more progressive way of managing digital information in an era of pluralization of government information. It also emphasizes the need for information/records management skills amidst e-Government development. Ideas about records, information, and content management have fundamentally changed and developed because of increasing digitalization. Though not fully harmonized, these new ideas commonly stress and underpin the need for a proactive and holistic information management approach. The proactive approach entails planning for the management of the entire information continuum before the information is created. For private enterprises and government institutions endeavoring to meet new information demands from customers, citizens and the society at large, such an approach is a prerequisite for accomplishing their missions. It could be argued that information is and has always been essential to all human activities and we are witnessing a transformation of the information landscape. - Presents research with broad application based on archives and information science, but relevant for information systems, records management, information culture, and e-government - Examines the differences between Enterprise Content Management and Records Management - Bridges a gap between the proponents of Enterprise Content Management and information professionals, such as records managers and archivists
Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.