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    Timothy Devinney Timothy Devinney

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    Ramyaa Rajakumar
    The cultural orientations of Philips and Matsushita could impact their ability to pursue joint strategies. Philips' culture emphasized forces for change while Matsushita's culture emphasized forces for status quo. This difference in cultural orientations between the two companies may constrain their ability to work together effectively on strategic initiatives if not properly addressed.

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    Timothy Devinney Timothy Devinney

    Uploaded by

    Ramyaa Rajakumar
    27 views12 pages
    The cultural orientations of Philips and Matsushita could impact their ability to pursue joint strategies. Philips' culture emphasized forces for change while Matsushita's culture emphasized forces for status quo. This difference in cultural orientations between the two companies may constrain their ability to work together effectively on strategic initiatives if not properly addressed.

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    The cultural orientations of Philips and Matsushita could impact their ability to pursue joint strategies. Philips' culture emphasized forces for change while Matsushita's culture emphasized forces for status quo. This difference in cultural orientations between the two companies may constrain their ability to work together effectively on strategic initiatives if not properly addressed.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    27 views12 pages

    Timothy Devinney Timothy Devinney

    Uploaded by

    Ramyaa Rajakumar
    The cultural orientations of Philips and Matsushita could impact their ability to pursue joint strategies. Philips' culture emphasized forces for change while Matsushita's culture emphasized forces for status quo. This difference in cultural orientations between the two companies may constrain their ability to work together effectively on strategic initiatives if not properly addressed.

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    | 

    
    

    Timothy Devinney
    2   |        

    ocal a  Conditions Orgn Cultural


    Orgn History
    ocal
    
    / Technology
    Sociodemographic Orgn Structure
    Conditions istn of Business
    ocal  Environment Product Structr
    Firm
    Strategic
    isposition
    Orgn Cultural
    Orgn History
    Technology
    Orgn Structure St Firm
    r
    istn of Business isp ateg ocal a  Conditions
    Product Structr os ic
    iti ocal
    
    /
    on Sociodemographic
    Conditions
    a  ocal  Environment
    Conditions
          

    0 —n a per ect world decision


    making would be logical and
    rational. owever, our
    decision making o ten looks
    like this
          

    0 —t is also a ected by organizational belie s and culture


    ½       

    0 | µsystem or paradigm¶ shared by management that includes:


    è an understanding o why we are (un)success ul
    è de inition o what we do and what we are
    è a pool o µtacit¶ systemic knowledge

    0 |nd serves as both a strength and weakness in that:


    è it enables quick action without control or hinders actions that should
    be taken quickly by being too strong a control
    è it provides ocus to employees albeit at times an incorrect ocus
    è de ines the irm¶s strategic intent or reveals its lack o intent
    |  
     

    The visual mani estation


    "The olitburo's Zil ˜edan"

    The stories that represent ˜ymbols The actual source o power


    key history
    " ow Uncle Joe saved "The olitburo"
    ower
    us at ˜talingrad" ˜tories &
    ˜tructures
    Myths
    2 
     
    rganisational
    Rituals & ˜tructures The way you are organised
    The ways o doing things
    Routines "The hierarchical organisation"
    " veryone queues up here"
    ontrol
    ˜ystems

    ow the system measures and rewards you


    "You meet or quota or your shot"

       Johnson (1992)
    |
     ! "  ! 

    ˜ 
    ˜am Walton -
    enthusiastic, listening,
    ˜    ocusse & rugal
    ˜atellite communications
    ˜trong leadership at
    
    ˜am Walton visits  lattopstructure with little ˜  
    istribution centre with
    onuts an gives a pep power in the middle
    talk rom on top o  j˜  —mportance o all
     igh value employees
    a table
    merchandise at
    "everyday low prices"
    |lways change ahead
    |nnual "Yes we can o  the industry Top management
    ˜am" suggestion aware o  operations
    program Technology allows or
    ¦eople greeters delegation without
    Weekly cycle o  senior management
    losing touch
    regional managers ¦ro it sharing
    meetings
    ˜tock ownership
    mpowerment     
        Training & learning ˜  

      ˜ 

       | apte
    rom  eaver   (1995)
    | #   $  

    ˜  Macho personalities


    ˜ymbols o hierarchy:the
    an behavior. ˜ 
    
    ˜coops an coverage o MD¶s Jaguar, portable
       major events. phones, car-parking spaces etc.
    ˜tories o the past. The ³press´.
    Major errors in print. Technical pro uction jargon.
    The street ven ors.

     ˜  
    ³˜laves to time´ to meet
    ea lines or publication. We are in the newspaper
      ³¦ro uct´ evelope in hours business. The parent company
     an minutes not ays an months. ur pai -or- aily will always a newspaper group.
      
    Long work hours common. be there. The autocratic a .
    Ritualize executive meetings Rea ers will pay or news. Departmental rivalry
    at senior level. | vertisers nee us. between pro uction,
    We serve the local community. commercial an
    We re-make our business e itorial epartments.
    every ay.

    amphasis on targetting an
    Vertical, hierarchical system:
    bu geting.
    little lateral communication
    an much vertical reerral.
    To achieve low costs
        
       |utocratic. ˜  
    ˜ 

            %   &
     

    0 ˜pen a ew minutes thinking o how the culture web


    applies to the case o ¦hilips-Matsushita
    0 aach small group shoul articulate the i erences between
    the two companies on one assigne imension
    0 verall what are the implications o their internal cultural
    orientations on the pursuit o their strategies?
       & |

    ëorces or hange

    DaVaL ¦MaT R¦ R|Ta


    T a ¦|R|D—M —M¦LaMaT|T— 
    o ˜TR|TaY ¦aRë RM|a

    ëorces or ˜tatus Quo


    2 #    % &

    DaVaL ¦MaT  R¦ R|Ta


    T a ¦|R|D—M —M¦LaMaT|T— 
    o ˜TR|TaY ¦aRë RM|a

    !˜2˜!2

    ˜2
    2 2
    2˜

    ˜2
    ˜22
    
    ˜22

    ˜2
    j
    
    2
    ! 
     '

    0 ulture can be a amaging constraint


    on the ability o the organization to
    grow an evelop

    or

    0 ulture can be an asset that pulls


    you excite ly into the uture

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