Acknowledgments ix
 
Preface xiii
 
Foreword xv
 
About the Authors xxiii
 
Part One: Defining the Structure of Culture
 
1. How to Define Culture in General 3
 
The Problem of Defining Culture Clearly 3
 
Summary and Conclusions 14
 
Suggestions for Readers 16
 
2. The Structure of Culture 17
 
Three Levels of Analysis 17
 
Summary and Conclusions 29
 
Suggestions for Readers 30
 
3. A Young and Growing U.S. Engineering Organization 31
 
Case 1: Digital Equipment Corporation in Maynard, Massachusetts 31
 
Summary and Conclusions 42
 
Suggestions for Readers 43
 
4. A Mature Swiss-German Chemical Organization 45
 
Case 2: Ciba-Geigy Company in Basel, Switzerland 45
 
Can Organizational Cultures Be Stronger than National Cultures? 55
 
Summary and Conclusions 56
 
Questions for Readers 59
 
5. A Developmental Government Organization in Singapore 61
 
Case 3: Singapore's Economic Development Board 61
 
The EDB Nested Cultural Paradigms 63
 
Summary and Conclusions: The Multiple Implications of the Three Cases 73
 
Questions for Readers 75
 
Part Two: What Leaders Need to Know about Macro Cultures
 
6. Dimensions of the Macro-Cultural Context 81
 
Travel and Literature 81
 
Survey Research 82
 
Ethnographic, Observational, and Interview-Based Research 86
 
Human Essence and Basic Motivation 96
 
Summary and Conclusions 102
 
Questions for Readers 104
 
7. A Focused Way of Working with Macro Cultures 105
 
Cultural Intelligence 107
 
How to Foster Cross-Cultural Learning 109
 
The Paradox of Macro Culture Understanding 117
 
Echelons as Macro Cultures 118
 
Summary and Conclusions 121
 
Suggestion for the Change Leader: Do Some Experiments with Dialogue 122
 
Suggestion for the Recruit 123
 
Suggestion for the Scholar or Researcher 123
 
Suggestion for the Consultant or Helper 123
 
Part Three: Culture and Leadership through Stages of Growth
 
8. How Culture Begins and the Role of the Founder of Organizations 127
 
A Model of How Culture Forms in New Groups 127
 
The Role of the Founder in the Creation of Cultures 130
 
Example 1: Ken Olsen and DEC Revisited 132
 
Example 2: Sam Steinberg and Steinberg's of Canada 136
 
Example 3: Fred Smithfield, a "Serial Entrepreneur" 140
 
Example 4: Steve Jobs and Apple 142
 
Example 5: IBM--Thomas Watson Sr. and His Son 144
 
Example 6: Hewlett and Packard 144
 
Summary and Conclusions 146
 
Suggestions for Readers 147
 
Implications for Founders and Leaders 147
 
9. How External Adaptation and Internal Integration Become Culture 149
 
The Socio-Technical Issues of Organizational Growth and Evolution 150
 
Issues around the Means: Structure, Systems, and Processes 158
 
Summary and Conclusions 178
 
Suggestion for the Culture Analyst 179
 
Suggestion for the Manager and Leader 179
 
10. How Leaders Embed and Transmit Culture 181
 
Primary Embedding Mechanisms 183
 
Secondary Reinforcement and Stabilizing Mechanisms 196
 
Summary and Conclusions 204
 
Questions for Researchers, Students, and Employees 206
 
11. The Culture Dynamics of Organizational Growth, Maturity, and Decline 207
 
General Effects of Success, Growth, and Age 208
 
Differentiation and the Growth of Subcultures 211
 
The Need for Alignment between