导图社区 Chapter 6 history and culture
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Chapter 6 history and culture
Exploring Strategy text and cases 11 edition 读书笔记整理 Chapter 6 history and culture 第六章 历史和文化对于策略选择的分析和影响
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6 History and Culture
6.1 Introduction
the influence of history and culture
6.2 Why is history important？
6.2.1 Path dependency
A useful way of thinking of the influence of history is the concept of path dependency, where early events and decisions establish ‘policy paths’ that have lasting effects on subsequent events and decisions.
Path dependency tends to reinforce the importance of three aspects of strategy:
Comprehensive change.
Conservatism
Path creation
Path dependency and lock-in
6.2.2 History as a resource
there are 3 ways that managers can use
learning form the past
Building capabilities
Legitimiising strategy and change
6.2.3 Historical analysis
there are 4 ways may be done
Chronological analysis
年表分析，不光是财务报表，还有各种管理报表
Cyclical influences
Key events and decisions
Historical story-telling
6.3 What is culture and why is it important？
cultural frames of reference
6.3.1 Geographically-based cultures
4 key dimensions upon national cultures tend to differ
Power distance
Individualism-collectivism
Long-term orientation
Uncertainty avoidance
6.3.2 Organisational fields
3 concepts are useful here：
Categorisation
Recipes
A recipe is a set of assumptions, norms and routines held in common within an organisational field about the appropriate purposes and strat- egies of field members.
Legitimacy
Legitimacy is concerned with meeting the expectations within an organisational field in terms of assumptions, behav- iours and strategies.
6.3.3 Organisational culture
organisational culture is the taken-for-granted assumptions and behaviours of an organ- isation’s members.
4 proposed by Edgar Schein are：
Values
Beliefs
Behavious
Taken-for-granted assumptions
Taken-for-granted assumptions are the core of an organisation’s culture which, in this book, we refer to as the organisational paradigm.
The paradigm is the set of assumptions held in common and taken for granted in an organisation.
2 ways in which cultures can be subdivided in practice:
Organisational subcultures.
Organisational identity.
Organisational identity refers to what members believe and understand about who they specifically are as an organisation.
6.3.4 Culture’s influence on strategy
Culture’s influence on strategy development
6.3.5 Analysing Culture：the cultural web
The cultural web shows the behavioural, physical and symbolic manifestations of a culture that inform and are informed by the taken-for-granted assumptions, or paradigm, of an organisation.
The cultural web of an organisation
The seven elements of the cultural web
paradigm
The paradigm is at the core
the paradigm is the set of assumptions held in common and taken for granted in an organisation.
Rituals and routines
point to the repetitive nature of organisational cultures.
Routines refer to ‘the way we do things around here’ on a day-to-day basis.
The rituals26 of organisa- tional life are particular activities or special events that emphasise, highlight or reinforce what is important in the culture.
stories
The stories told by members of an organisation to each other, to outsiders, to new recruits, and so on may act to embed the present in its organisational history and also flag up important events and personalities.
Symbols
Symbols are objects, events, acts or people that convey, maintain or create meaning over and above their functional purpose.
Power
Power was defined in Chapter 5 as the ability of individuals or groups to persuade, induce or coerce others into following certain courses of action.
So power structures are distribu- tions of power to groups of people in an organisation.
Organisational structures
Organisational structures are the roles, responsibilities and reporting relationships in organisations.
Control systems
Control systems are the formal and informal ways of monitoring and supporting people within and around an organisation and tend to emphasise what is seen to be important in the organisation.
6.3.6 Undertaking cultural analysis
3 important issues to bear in mind:
Questions to ask
The cultural web: some useful questions
Statements of cultural values
Pulling it together
6.4 Strategy drift
Strategic drift is the tendency for strategies to develop incrementally on the basis of historical and cultural influences, but fail to keep pace with a changing environment.
3 main groups of reasons why it is hard to avoid strategic drift:
Uncertainty
Path dependency and lock-in
Cultural entrenchment
Powerful people
Summary
Historical, path-dependent processes may play a significant part in the success or failure of an organisation and need to be understood by managers. There are historical analyses that can be conducted to help uncover these influences.
Cultural and institutional influences both inform and constrain the strategic development of organisations
Organisational culture is the basic taken-for-granted assumptions, beliefs and behaviours shared by members of an organisation.
The seven elements of the cultural web are useful for analysing organisational cultures and their relationships to strategy
Historic and cultural influences may give rise to strategic drift as strategy develops incrementally on the basis of such influences and fails to keep pace with a changing environment.
Key terms
cultural web
The cultural web shows the behavioural, physical and symbolic manifestations of a culture that inform and are informed by the taken-for-granted assumptions, or paradigm, of an organisation.
legitimacy
Legitimacy is concerned with meeting the expectations within an organisational field in terms of assumptions, behav- iours and strategies.
organisational culture
organisational culture is the taken-for-granted assumptions and behaviours of an organ- isation’s members.
organisational Identity
Organisational identity refers to what members believe and understand about who they specifically are as an organisation.
paradigm
The paradigm is the set of assumptions held in common and taken for granted in an organisation.
path dependency
A useful way of thinking of the influence of history is the concept of path dependency, where early events and decisions establish ‘policy paths’ that have lasting effects on subsequent events and decisions.
recipe
A recipe is a set of assumptions, norms and routines held in common within an organisational field about the appropriate purposes and strat- egies of field members.
strategic drift
Strategic drift is the tendency for strategies to develop incrementally on the basis of historical and cultural influences, but fail to keep pace with a changing environment.