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Essay / Research Paper Abstract
This 3 page paper considers the importance and ways in which strategy and culture fit together according to the ideas of Schwartz and Davis (1981) and Piercy and Peattie (1988) looking at the two differing approaches to the way strategy should be formulated sand implemented with reference to culture. The bibliography cites 4 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEculsfit.rtf
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Unformatted sample text from the term paper:
the analysis and then implementation will focus on physical or tangible resources held by a company. However, resources are not only these physical resources; human capital is a major resource
and the culture may also be a resources., For example, companies such as Microsoft and Hewlett Packard have a very positive culture where it is expected employees will go the
extra mile. However, culture can also be an influence eve if not seen as a positive resource, impacting on the way the strategy is implemented at operations level (Thompson, 2005).
For this reason there is the need to have a good fit between culture and strategy. Theorists such as Schwartz and
Davis (1981) believe that the culture is pivotal in determining the strategy and that there are man aspects of strategy. According to Trice and Bayer (193) agreeing with Schwartz and
Davis cultures are collective, emotionally charged, historically based, inherently symbolic, and dynamic (Trice and Beyer, 1993). Norms may be seen as the behaviour that is seen as normal within that
organisation, the way that employees will automatically and instinctually react once they have been integrated into the culture. Values may be seen as the definition against which the norms are
displayed or behaviour formulated. In some organisations is may be culturally acceptable to claim a sick day when tired, in others this may be unacceptable. Values go much deeper than
this. The beliefs are the guidance that gives rise to the morals and the norms. If it is believed that a company is right and the best this will engender
loyalty from belief in the company, this may also extend to belief in the companies moral values and is created by the overlap between people, systems and structure (Schwartz and
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