Leading by leveraging culture
By: Jennifer A. Chatman, Sandra E. Cha
Contributors: Cha, Sandra E.; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 02-088; Working paper (Harvard Business School. Division of Research) -- 02-088
Publisher: Division of Research, Harvard Business School
Published: 2002
Place of publication: Boston]
Language: eng
Number of pages: 23
Description: We begin by defining organizational culture and psychological basis of its powerful effects on performance. We then discuss how emphasizing innovation enhances long-term strategic success. Next, we present a set of managerial practices recruiting and selecting employees for culture fit, intensive socialization and training, and the use of formal and informal rewards that leverage culture for performance. Throughout the chapter, we show that culture boosts organizational performance when it (1) is strategically relevant, (2) is strong, and (3) emphasizes innovation and change. We conclude that culture "works" when it is clear, consistent and comprehensive, particularly during challenging times.
Notes: "December 11, 2001."

Includes bibliographical references.