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

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).)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 February 2000



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.



Schneider, W.E. (2000), "Why good management ideas fail:: the neglected power of organizational culture", Strategy & Leadership, Vol. 28 No. 1, pp. 24-29.




Copyright © 2000, MCB UP Limited

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