Corporate Culture and Performance

Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture and Performance. Free Press.

Type

Book

Intellectual base

Review or monograph

Year

1992

Link

https://archive.org/details/corporateculture00kottmatched

Cited from

organizational_management

Cited by

1 citation across 1 artifact.

Primes

• Organizational Culture
  • The essential commitment is that culture is not written policy but an embedded system that shapes behavior through what members internalize as "how we do things here"; that culture emerges from patterns of interaction, founder/leader modeling, reinforcement (who gets promoted, who leaves, what stories are told), and shared history; that strong coherent cultures can dramatically amplify organizational effectiveness (shared norms reduce decision friction and increase intrinsic motivation) or, conversely, entrench dysfunctional patterns with remarkable tenacity; and that organizational change efforts that ignore culture consistently fail, while those that attend to cultural foundations and transmission are substantially more likely to succeed

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