外文翻譯----企業(yè)文化和底線-其他專業(yè)-在線瀏覽
2025-03-24 09:09本頁面
【正文】 sful 7 framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli,2021). Research Strategy This study was conducted as part of a program of action research on a mediumsized industrial enterprise. The pany was engaged in an anizational development program designed to enhance overall anizational effectiveness, and, consequently,financial performance. During the program,it became apparent that culture management, discussed further below, was a critical area for the pany’s anizational development. As a result, it was possible to assess the impact of a pany’s culture on its financial performance as a byproduct of the ongoing anizational development program. Research Site Description: ‘Banner Corporation’ The research site (for which we shall use the pseudonym,‘Banner Corporation’) is a USbased, mediumsized industrial enterprise. Banner represents the classic ‘old economy.’ The pany is a parts manufacturer for industrial, truck and other automotive businesses. It is a supplier of parts for such panies as Ford Motor Company, Navistar, and Dana Corporation. Reasons for the Study The pany was formed primarily through acquisitions in a classic ‘roll up’ strategy, a strategy ofindustry consolidation through acquisitions. It consisted of several different ‘divisions,’ each of which had been stand alone entrepreneurial panies,with revenues ranging from about $25 million annually to about $100 million. Altogether, the twenty divisions totaled about $800 million in annual revenue at the time of this study. These divisions consisted of a set of reasonably related technologies,such as foundries and fes. The foundries ranged from processing capacity for ‘grey iron’ to ‘ductile iron’ to ‘lost foam’ to other similar technologies. The nature of the business of such entities is ‘job order manufacturing.’ The similarities between the divisions present a relatively unique opportunity for parison. The pany had been formed from a set of standalone panies,so there was no mon Banner Corporation corporate culture. Each of the individual panies,or ‘divisions,’ as they were termed, operated in various parts of the United States. Many still kept their own names and logo after acquisition by Banner anizational assessment had determined that some employees of Banner did not know who the parent pany was and others seemed not even to 8 care. Although this might even have been a sufficient reason to undertake a culture management project, the actual driving reason was to support a fundamental change in corporate strategy. Specifically, the ‘old’ strategy had been to consolidate a fragmented industry and allow the individual panies (divisions) to operate autonomously, with a few corporate policies and systems. The ‘new’ strategy was to leverage the pany’s critical mass and use its bined resources to serve large clients, such as Ford, Navistar,D
環(huán)評公示相關(guān)推薦
鄂ICP備17016276號-1