Strategic Cultures of Transformative Organization_6 pdf

ACCULTURATION OF CROSS-BORDER ACQUISITIONS 247 Part II Trans-Asian Context [...]... definition of certain rules and principles would help the people of the firm to act in a more stable climate and, to really commit themselves in a more active manner P ROMOTE HUMAN RESOURCE M ANAGEMENT (HRM)! One of the most striking deficits of Turncon is the lack of human resource management Certainly, this situation is not unique and can be found in a lot of small, especially in the list of the highly... to compete, the globalization of the economy as well as the transition of an industrial economy to a ‘knowledge-based’ service economy place a higher demand on employees to increase their level of performance In the modern context of a post-industrial economy, the workforce can no longer be understood only as a factor of production, but has become a strategic determinant of success (e.g., Blyton and... co-intrapreneurial competencies instead of a wide catalogue of general, technical or job-specific characteristics (D) CO-ORDINATION AND LEADERSHIP 5 A configuration of market and social network as systems of co-ordination modify and substitute the classical leadership model of hierarchy and bureaucracy The definition of internal entrepreneurship is closely connected to marketoriented concepts of control/command Schumpeter... interests, e.g., an increase of the gross national product or a lowering of unemployment R ESOURCES The extent to which Co-Intrapreneurship will be successfully implemented, depends on the availability of personnel, financial, informational, natural and technical resources Thus, the generation and realization of new ideas presupposes not only a sufficient stock of information, but often also financial and... problematic nature of implementation is often critical to the success of transformation processes For this reason, it is often embarked upon reluctantly Concerning social competencies for entrepreneurial behavior, only a limited amount of material in the literature was found We refer to a basic definition by Preiser (1978) who describes social competency as a successful combination of autonomy and co-operation... and motivation of employees in addition to the development of competencies After all, a competency approach does not automatically guarantee that the potential identified by a company will also be appointed in that company—not even to support issues that have been strategically selected Bass (1985) even defines leadership as ‘the change of motives or habits’ In the context of the shift of employees’... specific tasks Above all, this concerns the significance of an employee’s own tasks as a central source of identification as well as the decline in importance of financial incentives According to the process-driven motivation theory (Lawler, 1991, 1994; Vroom, 1964), the primary role of leadership is to influence the assessment (valence) of strategic goals and methods; here we are referring to transformational... competencies consist of more than the ability to speak a foreign language On the basis of a sincere acceptance of the other, managers from abroad should reflect on their values and behavior in order to come to a deeper understanding of their new environment Or, in the words of Shanahan (1996:318): ‘we must have crossed, and perhaps recrossed, boundaries in order to occupy a position of real understanding... employees and of the management executives (even if 260 TRANSFORMATIVE ORGANIZATIONS suppressed) The performance is not supported but actually hindered by these controversies This even strengthens the negative perceptions and interpretations of the owner and his will to change them—the vicious circle turns anew Fig 14.4: Vicious Circle III: Different Interpretations of the Past DISCUSSION At the end of our... enforce opportunity- and profit- orientation TRANSFORMATIVE ORGANIZATIONS Table 15.1: Systems of Co-ordination EMPLOYEES AS ‘CO -INTRAPRENEURS ’ 275 be precise, social capital has recently been defined as the totality of all relations in a network, which is itself considered to be an accelerator of change (Nohria and Ghoshal, 1997) referring to the meaning of mutual values and concepts (Witt, 1998) Generally, . during the process of acculturation (Gill and Butler, 19 96) and can be seen as influencing the organizational climate (Fey and Beamish, 2001). The result of the interplay of strategic and cultural. help of a case study of a mid-size enterprise in the equipment industry situated in a large city Fig. 14.1: Model for Acculturation of Mergers and Acquisitions 252 TRANSFORMATIVE ORGANIZATIONS of. firm. All this leads to a consolidation of traditional attitudes and beliefs of the employees and of the management executives (even if 260 TRANSFORMATIVE ORGANIZATIONS suppressed). The performance