【正文】 a d w i t h o u tl o o ki n g b a ck .C u l t u r a l S i m i l a r i t i e s W i n n e r F o c u s e d . C o n f l i ct s a rere s o l v e d b y d e b a t i n g u n t i l t h e re i s aw i n n e r.I s s u e F o c u s e d . C o n f l i c t s a rere s o l v e d b y e x p l o r i n g t h e m e ri t s o fd i f f e r i n g p o i n t s o f v i e w .C o m p e ti t i o n . Pe o p l e t e n d t o b ef o cu s e d o n t h e i r o w n a d v a n ce m e n ta n d a ch i e v e m e n t .C o o p e r a ti o n . Pe o p l e t e n d t o o f f e rh e l p a n d s u p p o rt t o e n s u re o t h e rs a res u cce s s f u l .D o m i n a n c e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct p ro l i f e ra t i o n / l i n e e x t e n s i o n sa n d a cq u i s i t i o n s .Va l u e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct i n n o v a t i o n a n d a n t i c i p a t i o n o fe m e rg i n g cu s t o m e r n e e d s .T h r e a t. I s a n xi o u s a b o u t t h e i r f u t u re .Pa s t s u cce s se s a re n o t s u f f i c i e n t t oe n s u re co n t i n u e d p e rf o r m a n ce .O p p o r t u n i ty . I s e x ci t e d a b o u t t h e i rf u t u re . T ra c k re co rd h a s p o s i t i o n e dt h e m w e l l f o r f u t u re s u cce s s .R e a c ti o n . C h a n g e s i n re s p o n s e t os i g n i f i ca n t e v e n t s .I n i ti a ti o n . I n i t i a t e s ch a n g e i na n t i c i p a t i o n o f s i g n i f i ca n t e v e n t s .cultural due diligence study in summary . . . we also heard people say that: ? both pany cultures were in transition before the merger ? the direction that each culture needed to take was, actually, to adopt the strengths of the other so, if you integrate well, building on each other’s strengths, the potential for success is great cultural due diligence study cultural cornerstones new hp cultural cornerstones (release values passion for customers trust respect achievement contribution unpromising integrity teamwork meaningful innovation speed agility profit global citizenship leadership capability employee mitment corporate objectives customer loyalty growth market leadership metrics rewards structure processes strategies behaviors policies practices 來自 .... 中國最大的資料庫下載 lessons learned ? first, though there were important differences between the premerge hp and paq anizations, there were a great many similarities。 h a s m o d e ra t ea w a re n e s s o f o u r co m p e t i t o rs .Ex te r n a l F o c u s . F o cu s e s m o s t l y o np u rs u i t o f n e w m a rke t s a n dcu s t o m e rs 。 g e n e ra l l y i t i s b e t t e rt o a ct a s o t h e rs d o .L e v e r a g i n g D i ffe r e n c e s . Po l i c i e sa n d p ro ce d u re s a re o f t e n t a i l o re d t o f i tt h e ci rcu m s t a n ce s 。 f o rg e s a h e a d w i t h o u tl o o ki n g b a ck .C u l t u r a l S i m i l a r i t i e sW i n n e r F o c u s e d . C o n f l i c t s a rere s o l v e d b y d e b a t i n g u n t i l t h e re i s aw i n n e r.I s s u e F o c u s e d . C o n f l i c t s a rere s o l v e d b y e x p l o r i n g t h e m e ri t s o fd i f f e r i n g p o i n t s o f v i e w .C o m p e ti t i o n . Pe o p l e t e n d t o b ef o cu s e d o n t h e i r o w n a d v a n ce m e n ta n d a ch i e v e m e n t .C o o p e r a ti o n . Pe o p l e t e n d t o o f f e rh e l p a n d s u p p o rt t o e n s u re o t h e rs a res u cce s s f u l .D o m i n a n c e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct p ro l i f e ra t i o n / l i n e e x t e n s i o n sa n d a cq u i s i t i o n s .Va l u e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct i n n o v a t i o n a n d a n t i c i p a t i o n o fe m e rg i n g cu s t o m e r n e e d s .T h r e a t. I s a n xi o u s a b o u t t h e i r f u t u re .Pa s t s u cce s se s a re n o t s u f f i c i e n t t oe n s u re co n t i n u e d p e rf o r m a n ce .O p p o r t u n i ty . I s e x ci t e d a b o u t t h e i rf u t u re . T ra c k re co rd h a s p o s i t i o n e dt h e m w e l l f o r f u t u re s u cce s s .R e a c ti o n . C h a n g e s i n re s p o n s e t os i g n i f i ca n t e v e n t s .I n i ti a ti o n . I n i t i a t e s ch a n g e i na n t i c i p a t i o n o f s i g n i f i ca n t e v e n t s .Comparison of hp with Compaq Latin America Cultural gap differences are statistically significant. Compaq’s Average HP’s Average C u l t u r a l G a p s 1 2 3 4 5Pr e c e d e n c e . L o o ks t o t h eo rg a n iza t io n ’s ri ch h is t o ry a s a s o u rceo f kn o w l e d g e .I n q u i r y . F o cu s e s o n f u t u rep o ss i b i l i t i e s a n d l e a rn a s t h e y g o .I n te r n a l F o c u s . F o cu s e s m o s t l y o ni m p ro v e m e n t o f i n t e rn a l p ro ce s s e sa n d s t ru ct u re s 。 s se n se o f i n t e g r i t yC o m p a q se e m s t o b e t a ki n g o v e r —l i ke a r e v e r se a cq u i si t i o nC o m p a q h a s a co m m a n d a n d co n t r o l m a n a g e m e n t st y l eC o m p a q 39。 they are unclear, execution not enforced ? no consequences for not meeting objectives。 interferes with investing/building for the future unique mentary ? tendency to be influenced more by major customer accounts than technological advancements congruence model output input environment resources history strategy system unit individual work people formal anization informal anization 來自 .... 中國最大的資料庫下載 work hp on hp differe