Structural components of an enterprise culture
Article Abstract:
Eastern bloc nations and the People's Republic of China can effectively encourage a national economy driven by innovation and entrepreneurship by removing what could serve as potential commercial, financial, political barriers. Any effort to infuse innovation into a culture will be hampered by the existence of barriers such as government bureaucracy, ineffective work attitudes and practices, inappropriate tax structures, and the lack of effective and definite legal structures concerning product liability. The removal of such barriers coupled with the appropriate critical mass and infrastructure, a more open government investment and trade policy, and the establishment of educational, training and technical support systems can ensure the successful of infusion of innovation and entrepreneurship into society.
Publication Name: Multinational Business
Subject: Business, international
ISSN: 0300-3922
Year: 1992
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Back to basics: reversing corporate diversification
Article Abstract:
The wave of corporate restructurings that swept America's largest firms in the 1980s was largely centered on the need to refocus these firms' operations around key business strengths developed by longstanding core businesses. The refocusing of these large, highly diversified firms was done with the aim of improving their profitability while enhancing their market value in the capital markets. The volatile business climate and the emergence of takeover artists were key factors that contributed to this de-diversification trend. One important effect of this trend was the creation of lean, efficient companies that could effectively compete in global markets.
Publication Name: Multinational Business
Subject: Business, international
ISSN: 0300-3922
Year: 1991
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Corporate culture: the role of top management
Article Abstract:
The corporate culture is a composite of four separate cultures that are based on perception and reality. These separate cultures are the ideal and actual image of the company as seen from inside the company and the ideal and actual image of the company as seen from outside. The status of all four cultures must be analyzed before top management introduces desired changes. One priority of a top management team is a unified, system of values and actions in all four parts of the company culture.
Publication Name: Multinational Business
Subject: Business, international
ISSN: 0300-3922
Year: 1988
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