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Journal cover: Strategy & Leadership

Strategy & Leadership

ISSN: 1087-8572
Incorporates: The Antidote

Online from: 1975

Subject Area: Strategy

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Why good management ideas fail:: the neglected power of organizational culture

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Title:Why good management ideas fail:: the neglected power of organizational culture
Author(s):William E. Schneider, (Bill Schneider is president of the Corporate Development Group, Inc., (CDG) in Denver, Colorado. CDG has over 215 global affiliates. He is the developer of Culturetek!, which measures the alignment of strategy with culture and leadership, and is the author of The Reengineering Alternative: A Plan for Making Your Current Culture Work (Irwin Professional Publishing, 1994).)
Citation:William E. Schneider, (2000) "Why good management ideas fail:: the neglected power of organizational culture", Strategy & Leadership, Vol. 28 Iss: 1, pp.24 - 29
Keywords:Corporate culture, Leadership, Organizational change
Article type:Technical paper
DOI:10.1108/10878570010336001 (Permanent URL)
Publisher:MCB UP Ltd
Abstract:Why do some management ideas take root and remain viable and others wither and die? This article offers four fundamental reasons: all organizations are basically living, social organisms; culture is more powerful than anything else in the organization; system-focused interventions work, component-centered interventions usually do not; interventions clearly tied to business strategy work, interventions not clearly tied to business strategy do not. The author describes research that points to four core cultures: control, based on a military system, with power as the primary motive; collaboration, emerging from the family and/or athletic team system, in which the underlying motive is affiliation; competence, derived from the university system, with the fundamental motive of achievement; and cultivation, growing from religious system(s) and motivated by growth or self-actualization.

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