Advertisement

Diagnosis on Corporate Culture and Construction

A Case Study of Limin Chemical Co., Ltd.
  • Lin Ma
  • Xueli WangEmail author
  • Xiaopeng He
Conference paper
Part of the Lecture Notes in Computer Science book series (LNCS, volume 9180)

Abstract

Along with the gradual improvement and development of China’s market economy, some state-owned enterprises have gradually restructured into private ones. The culture of some enterprises has changed greatly in this structural reform process. This paper selects Limin Chemical Co., Ltd., a successfully restructured high-tech enterprise as the object of study, and extracts a method system to measure the enterprise culture through analysis of cultural differences before and after its restructuring. Based on the Denison Model of Organizational Culture, a cultural measuring model of Limin is established to diagnose current conditions of culture in Limin. According to the evaluation results, combining market trend, this paper presents the strategic object and plan of Limin’s future culture construction, and discusses the establishment process of Limin’s culture system in detail.

Keywords

Cultural changes Culture diagnosis Case study 

Notes

Acknowledgments

This work has been supported by grants from the National Natural Foundation of China (Project Number 71421061, 71121001).

References

  1. Argote, L., Miron-Spektor, E.: Organizational learning: from experience to knowledge. Organ. Sci. 5, 1123–1137 (2011)CrossRefGoogle Scholar
  2. Block, L.: The leadership-culture connection: an exploratory investigation. Leadersh. Organ. Dev. J. 6, 318–334 (2003)CrossRefGoogle Scholar
  3. Chen, Q.: “Culture” governs the world – the fortune 500 that hold high the banner of “culture governing the enterprise”. Chin. Foreign Corp. Cult., 4, 39–40 (2005) (in Chinese)Google Scholar
  4. Denison, D.R.: What is the difference between organizational culture and organizational climate? A native’s point of view on a decade of paradigm wars. Acad. Manag. Rev. 3, 619–654 (1996)Google Scholar
  5. Denison, D.R., Mishra, A.K.: Toward a theory of organizational culture and effectiveness. Organ. Sci. 2, 204–223 (1995)CrossRefGoogle Scholar
  6. Huber, G.P.: Organizational learning: the contributing processes and the literatures. Organ. Sci. 1, 88–115 (1991)CrossRefGoogle Scholar
  7. Kotter, J.P., Heskett, J.L.: Corporate Culture and Performance. China Renmin University Press, Beijing (2004) (in Chinese)Google Scholar
  8. Schein, E.H.: Diagnosis and Reform of Organization Culture. China Renmin University Press, Beijing (2006) (in Chinese)Google Scholar
  9. Wang, C., Zhou, J.: Corporate Cultural Studies. Economy & Management Publishing House, Beijing (2002) (in Chinese)Google Scholar
  10. William, O.: Z Theory. China Social Sciences Publishing House, Beijing (1984) (in Chinese)Google Scholar
  11. Yilmaz, C., Ergun, E.: Organizational culture and firm effectiveness: an examination of relative effects of culture traits and the balanced culture hypothesis in an emerging economy. J. World Bus. 3, 290–306 (2008)CrossRefGoogle Scholar
  12. Zhang, D.: Corporate Culture Building. Tsinghua University Press, Beijing (2003) (in Chinese)Google Scholar

Copyright information

© Springer International Publishing Switzerland 2015

Authors and Affiliations

  1. 1.Beihang UniversityBeijingPeople’s Republic of China
  2. 2.Tsinghua UniversityBeijingPeople’s Republic of China

Personalised recommendations