Cover image for The corporate culture survival guide : sense and nonsense about culture change
The corporate culture survival guide : sense and nonsense about culture change
Schein, Edgar H.
Personal Author:
First edition.
Publication Information:
San Francisco, Calif. : Jossey-Bass, [1999]

Physical Description:
xvii, 199 pages : illustrations ; 24 cm.
General Note:
"A Warren Bennis book."
Why does corporate culture matter? -- What is corporate culture anyway? -- What is corporate culture built on? -- So, how can you assess your corporate culture? -- Culture creation, evolution, and change in start-up companies -- Transformative change: unlearning and relearning culture -- Corporate culture dynamics in the mature company -- When cultures meet: acquisitions, mergers, joint ventures, and other blended organizations -- Cultural realities for the serious culture leader.
Format :


Call Number
Material Type
Home Location
Item Holds
HD58.7 .S3217 1999 Adult Non-Fiction Central Closed Stacks

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By outlining the elements of corporate culture and laying down in plain terms how corporations can assess whether or not they have the "right" culture for their product and organization, this book shows readers how to institute real change. The guide is framed around the questions managers ask most often, such as "What is corporate culture?" and case studies illustrate how to dismantle a dysfunctional corporate culture.

Author Notes

Edgar H. Schein is an internationally respected management consultant and the author of Organizational Culture and Leadership (Jossey-Bass, 1992), which has been translated into eight languages. Known as a founding father of the field of corporate culture, Schein is a professor emeritus at the Sloan School of Management at MIT.

Reviews 2

Booklist Review

MIT professor Schein delivers a slim volume packed with reasons why we should care about corporate culture--as managers and as employees. Why now? It should come as no surprise that a major underlying cause for the success or failure of many corporate mergers and acquisitions and of older corporate institutions is the importance of culture, a fact recognized by scholarly writers. What Schein says will no doubt keep heads nodding throughout his text: for instance, to change culture, don't start with change; and don't use a survey to assess culture; and get a sense of your company's own culture. The rest is parlayed in disguised and real case histories, in some easy-to-copy exercises, and in information that can be translated into the bottom line to refute firm disbelievers. Worth reading again and again and again. Barbara Jacobs

Library Journal Review

In the Corporate Culture Survival Game, Schein (Sloan Sch. of Management, MIT; Organizational Culture and Leadership) presents a guide for managers, CEOs, and consultants about assessing organizational cultures. Drawing on his years of worldwide corporate consulting, Schein has determined that corporate cultures are evolutionary phenomena that may be altered to keep business competitive. After describing methodologies for determining the current state of corporate culture, Schein presents models for changing those cultures. With mergers and acquisitions throwing disparate corporate cultures together at an unprecedented rate, the need to find a common ground and create effective business practices has become a real problem; Schein's methodologies and models should be welcome tools in helping companies reevaluate and reform their identities. Highly recommended for corporate, academic, and large public libraries.ÄRobert L. Balliot Jr., Middletown P.L., RI (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Table of Contents

Forewordp. xi
Prefacep. xiii
The Authorp. xvii
Part 1 Corporate Culture Basics
1. Why Does Corporate Culture Matter?p. 3
2. What Is Corporate Culture Anyway?p. 15
3. What Is Corporate Culture Built On?p. 27
4. So How Can You Assess Your Corporate Culture?p. 59
Part 2 Corporate Culture in Action
5. Culture Creation, Evolution, and Change in Start-Up Companiesp. 91
6. Transformative Change: Unlearning and Relearning Culturep. 115
7. Corporate Culture Dynamics in the Mature Companyp. 141
8. When Cultures Meet: Acquisitions, Mergers, Joint Ventures, and Other Blended Organizationsp. 173
9. Cultural Realities for the Serious Culture Leaderp. 185
Referencesp. 193
Indexp. 195