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Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Figures and tables -- Acknowledgements -- Preface -- 1: What is competitiveness? -- 2: What is culture? -- 2.1 Culture in general -- 3: Japanese culture -- 3.1 Characteristic attributes of the Kami Way -- 3.2 Manifestations of the Kami Way attributes in history -- 4: The US culture -- 4.1 Characteristic attributes of the US culture -- 4.2 Charter of freedom -- 5: Similarities and differences between Japanese and the US cultures -- 6: Competitiveness and culture -- 7: What is enterprise competitiveness? -- 7.1 Three-layer structure of enterprise competitiveness -- 8: What is corporate culture? -- 8.1 Theories on corporate culture -- 9: Ohmi Merchants -- 10: The theory of Baigan Ishida's on merchant way -- 11: Corporate culture of today -- 11.1 Healthy culture of Hewlett-Packard's -- 11.2 Unhealthy culture of Xerox's -- 11.3 Turnaround of Nissan's from unhealthy culture -- 11.4 Confucianist Company -- 12: Competitiveness and corporate culture -- 12.1 Attributes of healthy corporate culture -- 13: Oticon, a 21st century-type company -- 14: The leading firm in the 21st century -- Epilogue -- Bibliography

How corporate culture affects a company's long-term success Today, more and more managers are learning that an organization's culture matters, and are, therefore, putting greater emphasis improving their company culture. The Economist's Organization Culture: Getting It Right can help. In Organization Culture, Naomi Stanford provides a road map for managers who want to: understand the power corporate culture has on a company's success; understand, define, position, and measure their organization's culture; avoid the common and costly mistakes of "culture change" programmes; and, keep their cult

A complex mission in a market culture -- The consumerist culture of the university -- A corporate ethos -- Faculty and the division of labor -- The ideal of a liberal education -- Knowledge, modernity, and pragmatism -- Democratic education

In recent years, Chinese policymakers and corporate leaders have focused significant attention on the concept of corporate culture. This book will reveal the political, social and economic factors behind the enormous current interest in corporate culture in China and provide a wide range of case studies that focus on how large corporations like Haier, Huawei and Mengniu have attempted to transform their cultures, and how they represent themselves as complying with the Chinese government, s interpretation of "positive" corporate culture. Hawes demonstrates how the foreign concept of corporate culture has been re-defined in China to fit the Chinese political, social and cultural context. He examines how this re-definition of corporate culture reflects a uniquely Chinese conception of the purposes and social functions of the capitalist business corporation and how the Chinese Communist Party, s active promotion of "socialist" corporate culture evidences a shift in the Party, s identity towards a business-friendly champion of corporate and economic development. This work will be of great interest to students and scholars of Asian Studies, Business and Management and Chinese studies

Corporate Culture and Organizational Symbolism.