Culture Cycle How to Shape the Unseen Force That Transforms Performance

ISBN-10: 0132779781

ISBN-13: 9780132779784

Edition: 2012

Authors: James Heskett

List price: $28.99
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The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James L. Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. The Culture Cycleexplains how cultures evolve, can be deliberately shaped and sustained, and serve as a powerful "internal brand" that can promote innovation and organizational resilience. Heskett guides leaders in linking culture to strategy; managing the forces of change that can deeply challenge culture; adapting corporate culture to local businesses within global enterprises; and credibly quantifying culture's impact on performance, productivity, and profits. He also presents a full chapter on the unique role of culture in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance(authored by Heskett and John Kotter), this is the nextindispensable book on organizational culture.
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Book details

List price: $28.99
Copyright year: 2012
Publisher: Pearson Education, Limited
Publication date: 8/14/2011
Binding: Hardcover
Pages: 384
Size: 6.50" wide x 9.50" long x 1.25" tall
Weight: 1.386
Language: English

About the Author
Two Visits, One Story
Questions to Be Addressed
How This Book Is Organized
A Crisis in Organization Culture?
What Culture Is and Isn't
Stealth Weapon or Humanizing Effort?
The Development of Interest in Organization Culture
The Nature of an Organization's Culture
Culture and the Workplace
Culture and the Long-Term Erosion of Job Satisfaction
Culture as "Know How"
ING Direct: Shaping a Culture
Culture and Purpose ("Know Why")
Culture and Strategy ("Know What, When, Where")
Culture and Execution ("Know Who")
How Successful Managers View the Importance of Culture
Culture in the Context of Purpose, Strategy, and Execution
Culture: A Multi-edged Sword
Nature and Results of the 1992 Study
Strong Cultures Affect Performance
Strength of Culture Is Not Correlated with Good Performance
Adaptability Keys Long-Term Success
The Question of Fit
The Role of Leadership
Culture in an Organization's Life Cycle
How Cultures Are Formed
The Process of Culture Formation
How Cultures Are Articulated and Institutionalized
How Cultures Are Diluted
Enemies of an Effective Culture
How Cultures Are Renewed
Reinforcing Effective Cultures
Economies of Culture: The "Four Rs"
Economic Advantages of an Effective Culture: The "Four Rs"
Culture Impact Model
Several Caveats
The Culture Cycle: Measuring Effectiveness
USAA: Effectiveness Through Trust
Nucor Steel: A Study in Learning, Accountability, Self-Direction, and Innovation
Toyota and the Importance of Alignment and Agility
Measuring a Culture's Strength
Measuring a Culture's Health: The Culture Cycle
Measuring a Culture's Fit"
The Four R Model: A Field Test
The Setting: RTL, Inc
The Research and Findings
The Blind Results
Blind Result Comparisons
Caveats Regarding the Blind Estimates
Comparisons of Culture Cycle Elements
Management's Interpretation of What Happened
Culture and Innovation
The Culture Cycle and 3M Innovation
Levels of Innovation
Adaptability and Innovation
Value "Clusters" That Foster Innovation
Innovation "Value Clusters" at Apple
Culture and Adversity
Adversity and Response at Intuit
Adversity and Response at BP
9/11 and the Southwest Airlines Response
Adversity and Response at Coldman Sachs
So What?
The Fit Between Culture, Leadership Style, and the Nature of Adversity
How Cultures Help and Hurt in Times of Adversity
Culture as a "Filter" Between Adversity and Performance
Subcultures and Global Strategies
Enter the Culturalists
Global Management Challenges from Cultural Differences
What Do These Vignettes Suggest?
The Selection of Leaders
Managing the Relationship Between Headquarters and Subsidiaries
Organizing, Coordinating, and Controlling Effort
Mission-Driven Organizations: Special Challenges
Loss of Focus: "Mission Creep"
Making a Large Organization Seem Small
Deploying Human Resources: The Challenge of Volunteer Labor
Measuring and Rewarding Effectiveness Among an Organization's Subcultures
Coordinating Efforts with Other Mission-Driven Organizations
Managing Board and Leadership Conflicts Concerning Basic Assumptions
Controlling Zealous Behavior
Dealing with Forces That Challenge Organization Cultures Today
Information and Communications Technology
Increasing Emphasis on Transparency
New Generations of Employees
Team-Based Work
Employment and Deployment Strategies
The Rise of Free Agency
The Psychological Shrinking of the World
Leading Culture Change
How Do You Know Change Is Needed?
Monitoring Links in the Culture Cycle: RTL, Inc. Revisited
Changing a Culture
Sustaining Culture Change
The Role of the Leader in Reshaping Culture
Answers and Questions
Characteristics of Effective Cultures
Economic Outcomes: Profit and Satisfied Stakeholders
Behavioral Outcomes: Great Places to Work
Some Final Thoughts
Sample Questions for Measuring the Strength and Health of a Culture
Four R Assumptions and Computations
Complete Results of Employee Surveys, 2009 and 2010, for Three RTL, Inc. Offices
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