Cover image for : building corporate culture in the connected workplace
Title: : building corporate culture in the connected workplace
Neuhauser, Peg C.
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Publication Information:
New York ; Chichester : Wiley, [2000]

Physical Description:
359 pages ; 24 cm
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HF5548.32 .N48 2000 Adult Non-Fiction Non-Fiction Area

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We are living in a .com world. The old rules are changing, but it is not yet clear what the new rules are. Everything is in flux, and the speed and complexity of the changes are difficult for many of us to absorb. Futurists, historians, and social scientists tell us the transition to a networked economy is the biggest shift in the way the world functions since the Industrial Revolution. The people working today are the bridge generation, spanning the gap between the old and new ways of doing business.

The business and professional world is working feverishly to learn how to change its business strategies to capitalize on this .com world. A great deal of attention is directed at the external business issues of designing, marketing, selling, and delivering goods and services in the networked environment. But the internal infrastructure and culture changes that are needed to deliver on those new business strategies have received very little attention so far. tackles the question of how to create a corporate culture that matches the new .com business strategy. It explains how a company s internal culture must adapt to complement, support, and be properly aligned with the organization s external business strategy. And it shows how failure to adapt can undermine, or even destroy, a company s ability to carry out its objectives. is a highly practical guide to the pressing corporate culture issues that face every e-business, from .com start-ups to traditional organizations making the transition into the clicks-and-mortar world.

Explains the 9 key characteristics of a .com culture that are vital for all organizations. Offers practical tips and strategies to ensure that your corporate culture can be a competitive advantage, rather than a liability, in the .com world. Provides hands-on advice on changing your corporate culture to reflect the new realities of e-business: debugging on the fly, rapid risk taking and decision making, developing a culture of collaboration, building corporate culture in virtual organizations, and much more. Shows how to break old organizational habits that no longer fit in the world of e-business, and how to learn now ways to think, believe, and behave. Features examples and interviews from a wide range of companies, government settings, and not-for-profits.

Praise for

"What a simple, yet profound, understanding of culture! This is a wise, practical and important guide in navigating today′s ′dot com′ whitewater world."
Dr. Stephen R. Covey, the author of The Seven Habits of Highly Effective People

"At last someone has paid attention to that most powerful force called ′culture′ at just the right time. As has always been the case, either we manage culture or it manages us. As we go deeper into this new world of bricks and clicks, it is imperative that we rededicate ourselves to the creation and survival of exceptional business cultures."
Jim Hammock, CEO and Chairman,

"Fast-paced and readable, combines examples from successful .com companies with practical tips to guide executives struggling to build lasting corporations in the virtual settings of the global economy. The authors are well ahead of most business school research."
David O. Porter, Professor of Management and former Dean, School of Management, University of Alaska, Fairbanks; Founding Director of the Idaho Department of Commerce

"Competing in the e-business world requires companies to shape their corporate culture to implement their business strategies. The authors of have recognized this reality and provide practical tips, real-world stories, and smart guidance vital to executives, managers, and employees alike."
J.W. Marriott, Jr., Chairman and CEO, Marriott International

" is a much-needed, practical, and complete guide to help companies make the transition in today′s workplace in order to survive and succeed. Focusing on the use of every individual′s creative power, talents, and experience has been lacking, is needed, and this book shows the way."
John D. Baker, President, John D. Baker & Associates, and retired Vice President, Commercial, Mars, Inc.

"With the speed and complexity of the business environment today, is a lighthouse beacon offering direction out of the fog and uncertainty. It provides all of us who are journeying to new places a solid bearing and sage advice to chart a safe course."
Janice Wismer, Vice President, Human Resources, Canadian Tire Retail

"No matter where you are in an organization, or who you work for, having a ′living′ corporate culture in place that supports the values of what you believe in-and is demonstrated every day in your actions-is key to the degree of your success. It is the deciding factor between just succeeding, and being great. Developing and living those values that are at the core of your culture, is the challenge we all face. It requires continuous learning and change. can help you with this."
Bruce Freeman, Vice President and Information Officer, Burlington Northern Santa Fe Railway

Author Notes

Peg Neuhauser has worked for over eighteen years as a speaker and organizational consultant, specializing in the areas of organizational culture, communication, and conflict management. Her company, PCN Associates works with clients in many industries, including high-tech, health care, finance, and publishing. Peg completed studies in the United States and England with an M.A. in psychology and undergraduate work in sociology. She is the author of two other books, Tribal Warfare in Organizations and Corporate Legends and Lore: The Power of Storytelling as a Management Tool. Ray Bender, Ph.D. is a speaker and consultant specializing in alliances, leadership, and organizational change. Prior to establishing his own company, he was a Vice President and Research Director for executive programs at the Gartner Group, where he was responsible for setting the research agenda to support the issues of Chief Information Officers of large North American organizations. Prior to joining Gartner Group, he was a Consulting Instructor at IBM′s Advanced Business Institute. He has a B.S. in History and Sociology, an M.S. in Industrial Administration, and a Ph.D. in Management. Ray is a graduate of the Army′s Command and General Staff Course and a retired Army Colonel. Kirk L. Stromberg is the managing partner of the StarCompass Group, LLC, a consulting firm specializing in organizational and individual change. Previously, he was an executive at the senior management level at AARP responsible for strategic planning, several major change initiatives, and management of its research and training operations. He was also a lobbyist at the state and federal levels for two major associations and an Operations Officer in the clandestine services of the CIA.

Reviews 1

Choice Review

As organizations make the transition to the new dot-com environment, there are many changes that managers must make. The authors (all with excellent backgrounds and experience in information technology, psychology, sociology, change management, and strategic planning) present important points and practical suggestions for successfully carrying out this transition. They identify nine areas in which traditional organizational cultures will be forced to adapt in order to succeed in the dot-com world. These include balancing product/service quality issues with the need for quick response times, building an organizational "community" with employees located around the world, transitioning from a traditional to e-business environment, using teams efficiently, communicating effectively, handling knowledge management issues, maximizing learning opportunities, building alliances with a variety of key partners, and recognizing the need for different leadership styles in dot-com organizations. Each chapter contains tips for success and quotes from practitioners, who offer practical advice gleaned from their experiences. Realistic and comprehensive, this book provides a good overview of the wide variety of issues managers must address to adapt their organizations to the new dot-com world. Highly recommended for upper-division undergraduate through professional collections. G. Klinefelter Everglades College

Table of Contents

Prefacep. xiii
Acknowledgementsp. xxi
Chapter 1 Your Corporate Culture in a Clicks-and-Mortar Worldp. 1
Corporate Graffiti Moves to the Webp. 1
The Rules of the Game Are Changingp. 2
What Is Corporate Culture?p. 4
Shared Underlying Assumptions and Core Values of the Group: The Deepest Layer of Culturep. 6
Behaviors and Habits: "The Way We Do Things Around Here"p. 8
Symbols and Language: The Most Visible and Simplest Level of Culturep. 11
What Do You Change and What Do you Keep?p. 13
Cultural Change Is Disrupting and Upsetting to Employeesp. 15
Breaking Old Habits and Forming New Onesp. 18
Applying This Information in Your Organizationp. 20
Chapter 2 Making the Jump to Warp Speedp. 23
Living in Net Timep. 23
Acxiom's 100-Days Storyp. 25
Lessons Learned from the Acxiom 100-Days Projectp. 29
Launch and Learn Is Standard Procedurep. 31
Do Products on the Fly Mean the Demise of Quality?p. 32
How to Produce Both Speed and Qualityp. 34
How to Use a Fast/Slow Strategy to Improve Qualityp. 36
Quicker Prototying to Improve Quality and Speedp. 38
Creating a Culture That Supports Risk Takingp. 40
Making Decisions at Warp Speedp. 42
Changing Your Approach to Decision Makingp. 45
Loosening Up on Control Can Be a Difficult Habit to Changep. 49
Coping with the Resistance to Rapid Changep. 49
The Difference Between Ability and Willingness Resistancep. 50
Applying This Information in Your Organizationp. 52
Chapter 3 Building a Corporate Culture in a Virtual Organizationp. 55
What is a Virtual Organization?p. 55
Why Did We Go Virtual?p. 58
Virtual Organizations are Used to Recruit and Retain Employeesp. 60
Being a Virtual Worker Can Feel Like Bowling Alonep. 61
Examples of Strong Cultures Supporting the Ability to Perform Well in Virtual Settingsp. 62
Passing on the Culture through Socialization of Employeesp. 63
The Challenge of Passing on the Culture to Virtual Employeesp. 65
The Seven Steps of the Socialization Processp. 65
Step 1 Selectingp. 68
Step 2 Conditioningp. 71
Step 3 Trainingp. 75
Step 4 Measure and Rewardp. 79
Step 5 Shared Valuesp. 81
Step 6 Legends and Folklorep. 88
Step 7 Role Modelsp. 93
The Downside of Socializationp. 96
Applying This Information in Your Organizationp. 100
Chapter 4 Living with Parallel Cultures During the Transition to E-Businessp. 101
How to Get from Here to Therep. 101
Key Differences in Transition Strategiesp. 102
Parallel Operations Create Parallel Culturesp. 104
Convert All Operations to the Internetp. 105
Company Examples of Parallel and Integrated Approachesp. 107
IBMp. 107
Chapters Inc.p. 109
Lucent Technologiesp. 111
Procter and Gamblep. 114
Sears and Whirlpoolp. 116
Schwab Changed Its Mindp. 118
Six Criteria to Use When Determining Whether to Go the Parallel or Integration Routep. 119
Is Your Dominant, Mainline Corporate Culture Likely to Be Hostile to a .Com Type of Culturep. 120
Do You Need Separate E-Business Operations for Recruiting Purposes?p. 121
Are You Changing Business-to-Business Processes or Business-to-Business Activities?p. 121
How Clear and Unifying is Your Leadership Vision and Strategy?p. 123
Do You Have Enough Resources to Create Separate Parallel Operations?p. 125
Do You Have a Large Number of New Employees in Your Company?p. 126
A Painful Case of Moving from Parallel Cultures to Integrated Operationsp. 127
Developing a Game Plan for Merging Parallel Cultures: Four Considerationsp. 130
1. Plan the Reintegration from the Beginningp. 130
2. Involve Members from Both Cultures from the Startp. 131
3. Reward Cooperationp. 132
4. Expect Emotional Reactionsp. 133
Applying This Information in Your Organizationp. 134
Chapter 5 A New Breed of Teams in a .Com Culturep. 137
Fast-Moving, Temporary Teams Are the Normp. 137
Lego Teams: Aggregate, Disaggregate, Reaggregatep. 138
Characteristics of a .Com Teamp. 139
1. Obsessed with Their Goalp. 140
2. Creative and Unconventional Stylep. 140
3. Informal and Democraticp. 141
4. Team Member's Feelings or Personalities Are Not Importantp. 142
5. When the Team is Done, It's Donep. 143
These Teams Are Not a New Creationp. 144
.Com Teams Are Not Just for .Com Companiesp. 145
Encouraging and Supporting .Com Teamsp. 146
What Do .Com Teams Require of Leadership?p. 147
What You Do Not Needp. 147
Two Kinds of Leaders Playing Different Rolesp. 147
There are Different Challenges for .Com and Conventional Teamsp. 154
1. Hostile Reaction from the Larger Organizationp. 155
2. Looks Don't Matter--Results Dop. 157
3. Do Not Use Individual Incentives in a Culture of Teamworkp. 161
4. Keeping People from Feeling Isolated When They Have No Home Basep. 161
5. Employees Find Their Own Ways to Stay Connectedp. 161
6. Burn Out is a Serious Danger for a .Com Team Culturep. 165
Has Tribal Warfare Disappeared?p. 167
Why Would a .Com Culture Have Less Tribal Warfare?p. 169
What Type of Tribal Warfare Still Exists?p. 171
Applying This Information in Your Organizationp. 173
Chapter 6 Communication Belongs to Everyone in a .Com Culturep. 175
Companies Lose Control Over the Distribution of Informationp. 175
The Upsides and Downsides of the Wired Workplacep. 176
1. Dealing with Cyberspace Name-Callingp. 178
2. Coping with E-Mail Hellp. 185
3. Changing from Push to Pull Communicationsp. 189
Getting the Right Information to the Right Peoplep. 191
4. Moving From Hoarding to Sharing Informationp. 194
A Case Study of Conflictp. 197
What is the Cost of In-House Competition?p. 199
Changing From a Culture of Hoarding, Conflict, and Competition to Collaborationp. 200
Laughter is a Sign of a Collaborative Culturep. 201
Applying This Information in Your Organizationp. 202
Chapter 7 Knowledge Management Is Managing People's Brain Powerp. 205
What is Knowledge Management?p. 205
Is Sharing an Unnatural Human Act?p. 208
Looking for Examples of Knowledge Sharingp. 211
The Field Marshal Case: A Study in Ancient History, the Eightiesp. 212
The Field Marshal and the Knowledge Worker: A Disaster in the Making?p. 213
Old Veep and New Veep: Doing and Undoingp. 214
The New Veep (and His Ego) Arrives on the Scenep. 215
Learning from the Case: What Was the Difference Between the Successes and the Failures?p. 217
How Did the New Veep Go Wrong?p. 219
How Does Your Company Compare? The Knowledge Auditp. 220
Kinds of Inquiry for an Inventory-Style Auditp. 221
Tacit Knowledge and Explicit Knowledgep. 222
The Kinds of Work that Workers Do Affect the Knowledge Culturep. 224
Examples of Explicit Knowledge Management Systems for Routine, Structured Workp. 224
Tacit Knowledge Management Systems for Unstructured Workp. 227
A Case of Knowledge Mismanagement: The Saturn Project for the Apollo Missionsp. 231
You've Got All This Technology: Use It!p. 233
Technology Is Not Always the Answerp. 234
A Cultural Characteristics Audit for Knowledge Managementp. 235
A Cultural Characteristics Auditp. 237
A "Community of Practice" Cannot Be Appointedp. 238
Communities of Practice Go to Cyberspacep. 241
A Good Knowledge Management Culture through Recruitment and Retentionp. 242
A Quick and Easy Knowledge Auditp. 245
At the End of the Day: You'd Never Not Askp. 247
Applying This Information in Your Organizationp. 248
Chapter 8 The New Corporate IQ and Getting Smartp. 251
How Do You Know If Your Company Has a High IQ?p. 253
Symptoms of a High IQ Culturep. 254
Symptoms of a Low IQ Culturep. 255
Learning to Identify What You Don't Know Is a Key to Getting Smartp. 258
Individuals in High IQ Cultures Have Three Kinds of Smartsp. 260
Job Smarts Focus on the Capacities to Do the Job Wellp. 260
Thinking Smarts Is Not Necessarily Learned in Schoolp. 261
Emotional Smarts Bring It All Togetherp. 264
Increasing Your EQ: Park Your Road Rage at the Doorp. 265
How To Smarten Up: Creating a Learning Culture that Produces a High Corporate IQp. 269
Who is Responsible for This Rapid, Complex Learning?p. 270
Helping Employees Improve Their EQp. 271
The Company That Changed By Using Conversation as Its Learning Toolp. 273
Sheep Dip Training Is Not Adequate Anymorep. 276
Alternatives to Sheep Dip Training--Learning and E-Learningp. 276
What Is High-Quality E-Training?p. 278
Learning By Doingp. 280
Mistake Learning Becomes Acceptable in the Corporate Culturep. 280
A Conversation Tool for Developing Job, Thinking, and Emotional IQp. 282
You Must Be Willing to Change Yourselfp. 283
Applying This Information in Your Organizationp. 284
Chapter 9 Linkages and Relationships Outside the Organization: A Cultural Challengep. 285
Mergers and Acquisitions: The Traditional Option Is Still Used in a .Com Worldp. 287
Why Merge and What Are the Risks?p. 287
The Odds Are Against Pulling Off a Successful Mergerp. 289
The Culture That Can Be Stumbling Blockp. 290
What Happens When a Merger Is Announced?p. 292
Do Mergers Really Exist or Are They All Really Acquisitions?p. 293
The Different Ways to Deal with Culture After the Mergerp. 293
1. Keeping Separate Cultures After the Mergerp. 294
2. The Acquiring Company Dominates and Absorbs the Other Culturep. 295
3. Blending Cultures is an Attempt to Retain the Best of Both Culturesp. 298
Choosing An Option: Separate, Dominate, or Blendp. 298
Merging at .Com Speedp. 300
Cisco Systems: The Acquisitions Success Storyp. 301
Creating Alliances: Another Optionp. 302
Alliances Are Not New to the .Com Worldp. 303
Four Types of Alliancesp. 304
1. Transactionsp. 305
2. Performance Contractp. 305
3. Specialized Relationshipp. 306
4. Partnershipsp. 307
Factors Determining the Success of Alliancesp. 308
Factors Affecting the Long-Term Success of Alliancesp. 308
Factors Affecting Day-to-Day Actions in Alliancesp. 309
The E-Business World Requires the Full Range of Relationshipsp. 310
Applying This Information in Your Organizationp. 311
Chapter 10 Leading the Journey to the Wired Enterprisep. 313
The Leader as Culture Carrierp. 313
Defining Leadership in the E-Business Arenap. 314
The Difference Between Leadership in Traditional Companies and the .Com Worldp. 315
Core Activities of a Leader that Shape the Culturep. 318
Broadcasting the Guiding Principlesp. 318
Creating a Visionp. 319
Day-to-Day Activities of a Leader that Shape the Culturep. 322
Paying Attention to the Right Thingsp. 322
Reacting to Bad Newsp. 323
Allocating Resourcesp. 324
Being a Role Modelp. 325
Rewarding the Right Peoplep. 325
Using Influence More and Power Lessp. 328
E-Business Requires More Leadership and Less Managementp. 332
Peacetime Management and Wartime Leadershipp. 333
Informal Leaders and Empowerment in a .Com Culturep. 335
Complexity of the E-Business World: Leading at the Edge of Chaosp. 339
Applying This Information in Your Organizationp. 341
Conclusion: Ten Final Tips on Building a Corporate Culture for the Connected Workplacep. 343
1. Recruiting for Cultural Fitp. 344
2. Speed Up Your Culturep. 344
3. When Changing Your Culture, You Get One Point for Each Actionp. 344
4. Lead More, Manage Less in a .Com Culturep. 345
5. Pick Credible Role Modelsp. 345
6. Protect the .Com Teams for the Corporate Immune Systemp. 345
7. Increase the Collective IQ of Your Companyp. 345
8. Enhance Your Company's Knowledge Management Systemp. 346
9. Plan the Integration of Your Parallel Culturesp. 346
10. Clarify Each Party's Commitment Level in Alliancesp. 346
We Will Keep You Posted as the Story Unfoldsp. 347
Indexp. 349