..., among others, for examples of how things can be progressed advantageously. Concludes that the proximity of firms in similar industries within the same region does not mean they will definitely benefit from this just from a geographical stance. © MCB UP Limited 2000 Corporate culture...

... Limited 2000 Corporate culture Cultural synergy Project management ...

... relationships; me versus us; specific versus diffuse; neutral versus showing emotion; and status being — or doing. Suggests that thinking about situations in one's own life can help the understanding of behaviours that seem different from one's own. Global marketing Cultural synergy Corporate culture...

.../psychological trauma. Looks at patterns of response, trauma, staff turnover and support, and support and understanding. Points out some disasters can have a positive side, with certain people coming out stronger, having coped with the problems involved. © MCB UP Limited 1999 Crisis Corporate culture...

...’. © MCB UP Limited 1999 Corporate culture Crisis Disaster management ...

... player in upholding the clan characteristics of an organizational structure and discusses the company in depth, with its Far East background and management structure held as a guiding light for communication, consensus and commitment. Corporate culture Community planning DHL International © MCB...

... functional units. Corporate culture Organizations Differentiation © MCB UP Limited 1999 ...

... to damaging behaviour. Highlights, in a shaded box, the rules of the game appraisal, with six steps. Concludes unwritten rules cannot and should not be eliminated but do need to be brought back into step with the game's written rules. Corporate culture Rules Corporate policy © MCB UP Limited 1999 ...

... to show three Pacific Asian styles. Shows how Japan has developed its policies and retained workers in the face of much change and angst. © MCB UP Limited 1998 Corporate culture National cultures Management ...

..., social, economic and legal factors plus technological development. © MCB UP Limited 1998 Copying Human capital theory Corporate culture ...

... that at the centre of the culture web is something altogether more elusive than strategy ‐ the absolutely unquestioned assumptions that are the ‘taken for granteds’. Corporate culture Referencing Organization types © MCB UP Limited 1998 ...

... so fuzzy? Uses a two‐page panel to examine in detail the Swiss/Swedish multinational Asea Brown Boveri. Sums up that there is also an intangible aspect to culture, requiring an experiential knowledge to get things done. © MCB UP Limited 1998 Mergers and acquisitions Corporate culture...

... in explanation of the arguments. Sums up that when little integration is required, cultural compatibility is of less importance. © MCB UP Limited 1998 Mergers and acquisitions Corporate culture Integration ...

... International trade Corporate culture ...

...&A and other inter‐company and international settings, managers are continuously asking questions about culture — right at the heart of M&A decision‐making. © MCB UP Limited 1998 Mergers and acquisitions Corporate culture Research ...

... and competitive environment, they are sure to move towards network structures. © MCB UP Limited 1997 Outsourcing Corporate culture Networks ...

... Limited 1997 Supply chain Business strategy Corporate culture ...

... but try to work with both managing director and finance director to ease their individual company concerns and always focusing on behavioural consequences of making changes. © MCB UP Limited 1996 Corporate culture Capital value TQM Shareholders Economic indicators Boston Consulting Group ...

... assumes the firm belongs to its stakeholders. Uses figures to emphasize main points of interest such as would be deemed important within the sphere of this article. Corporate culture Shareholder value analysis Corporate policy Ownership Management culture © MCB UP Limited 1996 ...

... and the benefits which the firm expects to receive. © MCB UP Limited 1996 Social responsibility Stakeholders Corporate culture Ethics Corporate strategy ...