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THEEVOLUTIONOFTHECULTUREOFENTERPRISEABSTRACTATTHETOPECHELONSOFCONTEMPORARYBUSINESS,MANAGERSAREBECOMINGCONCERNEDWITHTHEUNSUSTAINABILITYOFTHEWAYCOMPANIESNOWOPERATEATRANSFORMATIONOFBASICBUSINESSSTRATEGIESAPPEARSMOREANDMOREINDICATEDFORSUCHTRANSFORMATIONTOBEEFFECTIVE,THECULTUREOFTHEENTERPRISETHEGOALSITPURSUESANDTHEVISIONOFTHESEGOALSENTERTAINEDBYMANAGERSANDCOLLABORATORSNEEDSTOCHANGECONSEQUENTLYTHEREISAGROWINGQUESTIONINGOFTHEVIABILITYOFTHETYPICALCULTUREOFTODAYSENTERPRISE,ANDASEARCHFORMOREFUNCTIONALANDTIMELYCONCEPTSFORCREATINGANEWANDMORETIMELYCULTURALPATTERNTHELEADINGEDGEOFTHEGLOBALLYOPERATINGWORLDOFBUSINESSISBECOMINGKEENLYCONCERNEDWITHCHANGESINTODAYSSOCIAL,ECONOMIC,ANDECOLOGICENVIRONMENTATTHETOPECHELONSOFMANAGEMENTANINTENSESEARCHISUNDERWAYFORUPTODATEMODESOFTHINKINGANDACTINGITCOMESTOTHEFOREINTHEEMPHASISMANAGERSPLACEONCORPORATESTRATEGY,CORPORATEIDENTITY,CORPORATEPHILOSOPHY,EVENCORPORATEETHICSANORGANIZATIONALREVOLUTIONISUNDERWAY,ASMANAGERSSEEKTOCOMMUNICATETHEIRVISIONWITHTHEIRCOLLABORATORSTHEIMPORTANCEOFCOMMUNICATIONAMONGALLBRANCHESANDLEVELSOFTHEENTERPRISEISBECOMINGRECOGNIZEDITISALSORECOGNIZEDTHATTHECOMPANYCANONLYFUNCTIONWHENPEOPLEUNDERSTANDWHATGOALSMANAGEMENTPURSUES,ANDWHATTHEIROWNROLEISINTHEACHIEVEMENTOFTHEGOALSENTERPRISECULTURETHEONGOINGTRANSFORMATIONOFTHEENTERPRISECULTUREISAPOSITIVEFACTORINOURCHANGINGANDUNPREDICTABLEWORLDITMEANSTHATCOMPANIESAREBECOMINGMORESENSITIVETOTHECHANGESTHATOBTAININTHEIRENVIRONMENT,ANDMOREREADYTORESPONDTOTHEMTHENEWEMPHASISONMANAGEMENTANDCOMPANYETHICSALSOSUGGESTSTHATBUSINESSESAREWILLINGTOASSUMETHERESPONSIBILITYTHATGOESWITHTHEIRLARGERROLEINSOCIETYGLOBALENTERPRISESWIELDUNPRECEDENTEDPOWERANDINFLUENCE,ANDTHETRANSFORMATIONOFTHEIRCULTUREWILLBEACRITICALFACTORINDECIDINGTHEEVOLUTIONOFOURINTERDEPENDENTSOCIOECONOMICANDECOLOGICSYSTEMSANDTHEREWITHOURINDIVIDUALANDCOLLECTFUTURETHETRANSFORMATIONOFTHEENTERPRISECULTUREISTIMELYTHECOMPANYCULTUREDOMINANTFORMOSTOFTHISCENTURYBECAMEOBSOLETEITFOCUSEDONTHEWORKINGSOFTHEENTERPRISEWITHOUTMUCHREGARDFORITSSOCIALANDECOLOGICENVIRONMENTITOPERATEDONTHEPREMISETHATTHEBUSINESSOFBUSINESSISBUSINESSIFITCOMESUPWITHGOODPRODUCTSORSERVICES,ITFULFILLSALLITSOBLIGATIONSVISAVISSOCIETYANDNATURETHESELFCENTEREDMETHODSOFTHETRADITIONALMANAGEMENTPHILOSOPHYNOLONGERPRODUCEACCEPTABLERESULTSTHEYARELIKECONCENTRATINGALLONESSKILLSONFLYINGANAIRPLANEANDPAYINGSCANTATTENTIONTOTHEAIRSPACEINWHICHONEISFLYINGTHECAPTAINSOFCONTEMPORARYBUSINESSCANNOTBESOLELYCONCERNEDWITHTHEINTERNALFUNCTIONINGOFTHEIRAIRCRAFTTHEYMUSTALSOSETACOURSEINREFERENCETOCLIMATICCONDITIONS,CURRENTPOSITIONANDPROJECTEDDESTINATION,ANDTHETRAFFICONTHENETWORKOFROUTESCRISSCROSSINGTHEGLOBETHATTRAFFICISDIVERSIFIEDANDCOMPLEXITINCLUDES,INADDITIONTOCUSTOMERS,SUPPLIERS,DISTRIBUTORS,RINDIVIDUALCREATIVITYANDINITIATIVEWEREDISMISSEDASUNNECESSARYNUISANCEPOWERWASCONCENTRATED,TOGETHERWITHRESPONSIBILITYANDOVERVIEWMIDDLEMANAGEMENTHADACCESSONLYTOTHEINFORMATIONTHATWASIMMEDIATELYRELEVANTTOITSTASKSFOLLOWINGTHERECIPESPRESCRIBEDINFREDERICKTAYLORS“SCIENTIFICMANAGEMENT“,THEDISTRIBUTIONOFTASKSWASESTABLISHEDATHEADQUARTERSANDTHECOMPANYSFUNCTIONSWEREDIVIDEDINTOINDIVIDUALWORKCOMPONENTSPLANNINGWASBASEDONABELIEFINCONTROLANDPREDICTABILITY,EFFECTSWERETRACEDTOCAUSES,ANDCAUSESWEREQUANTITATIVELYANALYZEDCOMPANYOPERATIONSBASEDONCAUSEEFFECTCHAINSWEREGIVENVALUEINDEPENDENTOFTIMEANDPLACEASINAMACHINE,ITWASHELDTHATTHESAMEINPUTWOULDALWAYSPRODUCETHESAMEOUTPUTTHISWASTHEPHILOSOPHYOFTHELEADINGCOMPANIESOFTHE20THCENTURYTHEMODELFORSUCCESSATGENERALMOTORSANDSTANDARDOIL,ANDTHERESTOFTHEFORTUNE500GROUPTHEECONOMICGROWTHENVIRONMENTOFTHEPOSTWARPERIODDIDNOTPROVIDEGROUNDSTOMODIFY,OREVENQUESTION,THISPHILOSOPHYALMOSTANYTHINGANENTERPRISINGMANAGERWOULDTRYHADAKNACKOFSUCCEEDINGHECOULDEVENENGAGEINPERSONALBRAVADOTECHNOLOGICALPROGRESSSEEMEDASSURED,ANDEXPANDINGMARKETSSEEMEDTODISTRIBUTETHEBENEFITSOFGROWTHTHEPOSTWARECONOMYWELCOMEDALLENTREPRENEURSTHEYCOULDGROWASTHEECONOMYDIDLONGTERMCOSTS,IFANY,WEREHIDDENINTHELONGTERMINTHATREGARDBUSINESSMENWEREFONDOFQUOTINGKEYNESINTHELONGTERMWESHALLALLBEDEADIFTHINGSGETBETTERANDBETTER,WHYBOTHERTOLOOKFURTHERTHANONESNOSETHEREWASNONEEDTOWORRYWHETHERORNOTTHEREWOULDBEPROGRESS,ITWASENOUGHTOGUESSWHATSHAPEITWOULDTAKE,ANDHOWTHECOMPANYCOULDBENEFITFROMITINTHE1970SAND80STHESITUATIONHADCHANGEDTHEECONOMICGROWTHCURVEFLATTENEDOUTANDOPTIMISTICEXTRAPOLATIONSFAILEDTOCOMETRUESOCIALALIENATIONANDANOMIEROSE,ANDTECHNOLOGYPRODUCEDUNEXPECTEDSIDEEFFECTSSCARESANDCATASTROPHESATTHREEMILEISLAND,BHOPAL,ANDCHERNOBYL,THEOZONEHOLEOVERTHEANTARCTIC,RECURRENTINSTANCESOFACIDRAINANDOILSPILL,ANDWORSENINGENVIRONMENTALPOLLUTIONINCITIESANDONLANDBELIEFINPROGRESSWASSHAKENINTELLECTUALSANDYOUTHGROUPSFOUNDITNECESSARY,ANDSOMESEGMENTSOFSOCIETYFASHIONABLE,TOESPOUSETHEVIEWTHATTECHNOLOGICALADVANCEISDANGEROUSANDSHOULDBEHALTEDENVIRONMENTALEFFECTSANDSOCIALVALUECHANGEBEGANTOENTERASFACTORSINTHEEQUATIONSOFCORPORATESUCCESS,ANDLEADINGMANAGERS,TOGETHERWITHCONSULTANTSANDMANAGEMENTTHEORISTS,BEGANTOREEXAMINETHEIROPERATIVEASSUMPTIONSBYTHELATE1980SFURTHERCHANGESOCCURREDINTHEOPERATINGENVIRONMENTENVIRONMENTALCONCERNSMOVEDFROMTHEFRINGESOFSOCIETYINTOTHEMARKETPLACEPEOPLEPROVEDAMENABLETOPAYINGHIGHERPRICESFORPRODUCTSTHEYDEEMEDENVIRONMENTALLYFRIENDLYANDTHEYWEREKNOWNTOBOYCOTTCOMPANIESTHATREMAINEDENVIRONMENTALLYPOLLUTINGORUNRESPONSIVENEWINFORMATIONANDCOMMUNICATIONTECHNOLOGIESCAMEONLINE,MARKETSBECAMEINTEGRATEDANDINTERNATIONALIZED,PRODUCTCYCLESBECAMESHORTERANDPRODUCTLINESDIVERSIFIED,ANDCLIENTSANDCONSUMERSDEMANDEDSHORTERDELIVERYTIMESANDHIGHERQUALITYCOMPETITIONMOVEDINTOTHEGLOBALARENAUNDERTHESECIRCUMSTANCESCLASSICALLYRUNHIERARCHICALENTERPRISESPROVEDUNABLETOCOPETHECENTRALIZATIONOFINFORMATIONANDITSSLOWONEWAYPENETRATIONTOLOWERECHELONSPRODUCEDFATALMISTAKESANDTHENTERMINALRIGIDITYTHECOMPANIESTHATSURVIVEDDIDSOBYTRANSFORMINGTHEMSELVESINTOTEAMORIENTEDMULTILEVELDECISIONMAKINGANDIMPLEMENTATIONSTRUCTURES,OFTENINTHENICKOFTIMEINTHELATE1990STHEDIFFUSIONOFINFORMATIONANDTHEGROWTHINTHEINTENSITYANDNUMBEROFINTERFACESBETWEENPEOPLE,DEPARTMENTS,ANDDIVISIONSHAVERADICALLYCHANGEDTHECOMPANYSOPERATIVESTRUCTURESNOTONLYINFORMATION,ALSOPEOPLEEMERGEDASTHEKEYRESOURCEOFTHEENTERPRISETEAMWORKPROVEDTOBETHEBESTWAYTHISRESOURCECOULDBETAPPEDTHEBOUNDARYBETWEENTHECOMPANYANDITSECONOMIC,SOCIAL,ANDECOLOGICENVIRONMENTTURNEDFUZZYWITHINTHEBUSINESSSPHEREFUSIONS,ALLIANCES,ANDPARTNERSHIPSBECAMECOMMONPLACEINMANYCASESTHECOREACTIVITIESOFTHEENTERPRISECAMETOBESUBCONTRACTED,ANDWORKRELATIONSWITHOTHERFIRMSBECAMEASOPERATIVEASCOMPANYBASEDORGANIZATIONALSTRUCTURESRELIANCEONDISTRIBUTORSANDSUPPLIERS,ANDLINKAGETOLOCALCOMMUNITIESANDECOLOGIESTURNEDINTOSTANDARDPARAMETERSOFCORPORATEFUNCTIONINGUNDERTHESECIRCUMSTANCES,THEREISADIRENEEDFORNEWANDADAPTEDMANAGEMENTCONCEPTSTHEREISNODEARTHOFADVICETHEORISTSSPEAKOFACTIVITYBUNDLINGANDTHECOMPANYCAPACITYTOSUSTAINABLYCAPTURETHEHIGHESTPORTIONOFTHETOTALINDUSTRYVALUEADDEDCHAINSPROFITMARGINSTRATEGYSPECIALISTSEMPHASIZETHENEEDFORMANAGEMENTTOFOCUSONDYNAMICCOMPETITIVEPOSITIONINGANDCUSTOMERDRIVENPROCESSESTECHNOLOGYCONSULTANTSSTRESSTHEIMPORTANCEOFANTICIPATORYRANDORGANIZATIONALEXPERTSINSISTONTHENEEDFORLEARNINGWITHINNETWORKEDTEAMSOPERATINGBEYONDESTABLISHEDCOMPANYSTRUCTURESLEADINGMANAGERSREALIZETHATTHEIRVISIONOFTHECOMPANYSFUNCTIONINGWITHINITSGLOBALENVIRONMENT,ANDITSADAPTABILITYTOCHANGESANDTRENDSINTHATENVIRONMENT,ISATLEASTEQUALINIMPORTANCETOTHEIRABILITYTOFORMULATESTRATEGYANDCARRYOUTOPERATIONSMANAGEMENTGURUTOMPETERSCALLEDINTELLECTUALCAPITALACOMPANYSGREATESTRESOURCE,ANDCONSULTANTSGARYHAMELANDCKPRAHALADNAMEDFUTUREVISIONITSGREATESTCOMPETITIVEADVANTAGE,MOREVALUABLETHANALARGEBANKACCOUNTORALEANORGANIZATIONMANAGERSWHOPOSSESSINTELLECTUALCAPITALANDFUTUREVISIONHAVEASENSEOFPURPOSE,AVOIDWASTINGTIMEONUSELESSEXPERIMENTSANDDEADENDS,ANDELICITDEEPCOMMITMENTFROMTHEIRCOLLABORATORSINTODAYSWORLDEFFECTIVELEADERSHIPCALLSFORASOUNDKNOWLEDGENOTONLYOFCURRENTCOMPANYOPERATIONSANDRESOURCES,BUTOFITSABILITYTOREACHSTRATEGIC,FINANCIAL,ANDORGANIZATIONALOBJECTIVESINTHEYEARSAHEADTHISREQUIRESCONSIDERABLEACUMENBECAUSETHEFUTURE,ASCHARLESHANDYPOINTEDOUT,COULDBEMOSTANYTHING,BUTISNOTLIKELYTOBEACONTINUATIONOFTHEPASTTHOUGHTHEENTERPRISENEEDSANEWANDDIFFERENTCULTURE,THATCULTUREMUSTBEEFFICIENTITMUSTENABLEEXECUTIVESTOCOPEWITHEVERLESSPREDICTABLEECONOMICCONDITIONSOFFERSUFFICIENTFLEXIBILITYTOUSENEWTECHNOLOGIESASTHEYCOMEONLINEDEVELOPADAPTABILITYFORTHECOMPANYTOENTERNEWFIELDSOFACTIVITYANDLEAVEOLDONESASTHEOPPORTUNITIESPRESENTTHEMSELVESANDKEEPTRACKOFTHEGROWINGINTERDEPENDENCEOFTHECOMPANYWITHITSPARTNERSANDCOMPETITORSANDITSECONOMICANDFINANCIALENVIRONMENTBUTTHENEWCULTUREMUSTALSOBEETHICALITMUSTRECOGNIZETHEIMPACTSOFTHEENTERPRISEONSOCIETYANDONNATURE,ANDEVENONTHECONDITIONSTHATWEBEQUEATHONFUTUREGENERATIONSANDITMUSTBEREADYTOACCEPTRESPONSIBILITYFORTHESEIMPACTSACCEPTINGRESPONSIBILITYINTHESPHEREOFSOCIETYANDNATUREISNOTONLYGOODCOMMONSENSE,ITISALSOGOODBUSINESSSENSETHEREARENOLONGERDEFINITEBOUNDARIESWHEREWHEREACOMPANYENDSANDSOCIETYANDNATUREBEGINSTHEBASICENDURINGINTERESTSOFTHEENTERPRISEANDITSSOCIALANDECOLOGICALENVIRONMENTCOINCIDEWHATISGOODFORSOCIETYANDFORNATUREISALSOGOODFORTHECOMPANYHENCEWHATISULTIMATELYGOODFORTHECOMPANYMUSTALSOBEGOODFORSOCIETYANDFORNATURETHISCOINCIDENCEOFINTERESTSWILLNOTCHANGEINTHEFUTUREONTHECONTRARY,ITWILLBECOMEMOREPRONOUNCEDTHESUCCESSFULMANAGERSOFTHEFUTUREWILLBETHOSETHATRECOGNIZETHISFACTANDACTONITTHEYWILLBEEFFECTIVEASWELLASETHICALLEADERSOFRESPONSIBLECORPORATECITIZENSINTHEGLOBALSOCIOECONOMICECOLOGICALSYSTEMTHATISALREADYEMERGINGWORLDWIDECORPORATECULTURECORPORATECULTUREISTHEGLUE,IFYOUWILL,THATHOLDSANORGANIZATIONTOGETHERITINCORPORATESANORGANIZATIONSVALUES,ITSNORMSOFBEHAVIOR,ITSPOLICIESANDITSPROCEDURESTHEMOSTIMPORTANTINFLUENCEONCORPORATECULTUREISTHENATIONALCULTUREOFTHECOUNTRYINWHICHTHECORPORATIONISBASEDTHATMAYSEEMOBVIOUS,BUTTHEREAREOTHERFACTORSTHATALSOHELPTOSHAPEACORPORATIONSCULTUREITSVIEWSOFANDITSINTERACTIONSWITHTHE“OUTSIDEWORLD”THEOWNERSHIPSTRUCTUREOFTHECOMPANYWILLGOALONGWAYINDEFININGACORPORATECULTUREFOREXAMPLE,THECULTUREOFAFAMILYOWNEDFIRMISLIKELYTOBEQUITEDIFFERENTFROMTHATOFAPUBLICLYHELDCOMPANYALSO,THEINDUSTRYTHATTHECORPORATIONISPARTOFWILLHELPSHAPEITSCULTURALVALUESFOREXAMPLE,AHIGHTECHCOMPUTERSOFTWAREFIRMARELATIVELYYOUNGINDUSTRYISLIKELYTOHAVEAMUCHMOREINFORMALANDENTREPRENEURIALCULTURET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NAVOIDIMPOSINGACOSTLYMONITORINGSYSTEMWHICHOFTENHURTSEMPLOYEEMORALEANDDIMINISHESPRODUCTIVITYFINALLY,IFYOUHAVEAWEAKORMISTRUSTINGCORPORATECULTURE,EMPLOYEESWILLVOTE“WITHTHEIRFEET”INATIGHTLABORMARKETTHEBADWORKERSWILLDRIVEOUTTHEGOODANDTHESITUATIONGETSEVENWORSEACORPORATIONWILLALWAYSNEEDSOMETYPEOFCONTROLSBUTTHEGOALISTOHAVEASFEWCONTROLSASPOSSIBLEJUSTENOUGHTOENSURETHATPEOPLEDONTVIOLATETHERULESEMPLOYEEREACTIONSINTRUTH,MEASURINGTHEPOSITIVEORNEGATIVEIMPACTOFACORPORATECULTUREONACOMPANYSBOTTOMLINEREMAINSANELUSIVEGOALMOSTCOMPANIESDONOTQUANTIFYTHEEFFECTSOFCORPORATECULTUREACCORDINGTOA1996GLOBALSURVEYOFBUSINESSEXECUTIVESINAUSTRALIA,CANADA,FRANCE,GERMANY,HOLLAND,THEUNITEDKINGDOMANDTHEUNITEDSTATESDONEBYTHECONSULTANTSPROUDFOOTPLC,ONLY38PERCENTOFCOMPANIESINDICATEDTHATTHEYMEASUREDTHEEFFECTSOFTHEIREFFORTSTOCHANGECORPORATECULTUREYET86PERCENTCLAIMEDTHEIRCULTURECHANGEPROGRAMSARESUCCESSFULMETHODSOFMEASUREMENTINCLUDEDEMPLOYEESURVEYSTHEMOSTCOMMONPRACTICEOVERALL,MEETINGS,INDEPENDENTSURVEYSANDINFORMALFEEDBACKDESPITETHEINABILITYTOMEASUREIMPACT,MORETHANHALFOFALLEXECUTIVESSURVEYED52PERCENTFELTTHATCORPORATECULTURECONTRIBUTESAGREATDEALTOTHESUCCESSOFTHEIRCOMPANIESTHEYJUSTCOULDNTSAYHOWMUCHWITHANYGREATAMOUNTOFCERTAINTYVIEWSOFSUCCESSTHEMAINGOALOFANYCORPORATIONISTOBESUCCESSFULBUTHOWYOUDEFINESUCCESSWILL,OFCOURSE,HAVEANIMPACTONHOWYOUORGANIZEOURBUSINESSANDITSCULTUREAGAIN,THEINFLUENCEOFNATIONALCULTUREANDLOCALEXPECTATIONSPLAYAPARAMOUNTROLEINDETERMININGTHECORPORATEVIEWWIRTHLINCONSULTINGSWORLDWIDEMONITORFINDSWHATCONSUMERSIN13COUNTRIESVIEWASFORACORPORATIONMOSTCONSUMERSSAIDPRODUCINGTHEVERYBESTPRODUCTSANDSERVICESDEFINEDSUCCESSINDICATINGTHEIRINDIVIDUALISTICCULTURESHOWEVER,INJAPAN,THEMOSTNOTABLEATTRIBUTEWASCARINGABOUTTHECOUNTRYSSOCIALANDENVIRONMENTALNEEDSATHROWBACKTOTHECULTURESEMPHASISONTHEIMPORTANCEOFTHEGROUPOVERTHEINDIVIDUALINITALY,IFACOMPANYWASWELLRUNANDWELLMANAGED,THENITWASTHOUGHTTOBESUCCESSFULANINDICATIONOFCONCERNABOUTTHATCULTURESHISTORYOFCHAOTICPOLITICSANDBUSINESSMANAGEMENTINMEXICO,ASTABLEANDPROFITABLECORPORATIONWASTHEBENCHMARKOFSUCCESSFROMTHESERESPONSESYOUCANSEETHEDIFFICULTIESOFATTEMPTINGTOSETUPACORPORATECULTURETHATCANEFFECTIVELYMOVEACROSSBORDERSANDMEETTHEDIVERSENEEDSOFCONSUMERSINDIFFERENTCOUNTRIESTHEIDEALCORPORATECULTUREITWOULDBEIMPOSSIBLETOGIVEPRECISEDETAILONWHATTHEPERFECTTYPEOFCORPORATECULTURESHOULDBEFORAGLOBALCOMPANYITDEPENDSSOMUCHONTHECULTURESYOUAREOPERATINGIN,THESUBJECTINDUSTRYANDTHEBASICCULTURALCOMPONENTSHOWEVER,THEREARESOMEBASICTRAITSANYCULTURENEEDSTODEVELOPASENSEOFACCOUNTABILITYAMONGSTAFFANDEMPLOYEESITNEEDSTOBECOHERENTLYTRANSMITTEDACROSSCULTURESIFITISTOOAKINTOTHEHEADQUARTERSCULTURE,EMPLOYEESSIMPLYWONTACCEPTITTHINKLOCALLY,ACTCONSISTENTLYWHILEFLEXIBILITYISIMPORTANT,THEREMUSTBEACONSISTENTAPPLICATIONOFPRINCIPLESACROSSCULTURESITMUSTBEATTUNEDTOTHECOMPETITIVEREQUIREMENTSOFTHEWORLDMARKETANDBEABLETOCHANGETOADAPTTONEWMARKETCONDITIONSERVINLASZLO,THEJOURNALOFGENERALEVOLUTION1998,VOL52PP181186企业文化的变革艾尔文拉兹洛在当代商业的高层阶级中,经理们开始考虑不能保持公司现在的运行模式。基本商业策略的改变正变得原来越明显。由于这种转变的影响

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