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The corporate culture myth

Authors
Journal
Long Range Planning
0024-6301
Publisher
Elsevier
Publication Date
Volume
31
Issue
4
Identifiers
DOI: 10.1016/s0024-6301(98)80044-7
Disciplines
  • Literature

Abstract

Abstract Managers need to understand that the prevailing culture of leading organisations is the product of overcoming a series of crises to deliver a successful technology that will in turn, encourage emulators to attempt a similar journey. This prevailing culture can prove more enduring than the technology it evolved to support, and “culturing” is the process of replacing an obsolete technology with a new one based on more recent creativity. This article demonstrates that the relevance of the word “culture” varies among the different groups involved in the process of innovating and continued failure to understand these diverse groups and their interactions will ensure that corporate culture will remain a largely rhetorical concept without a useful purpose.

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