Culture Transplant-Nummi Case

The term "culture" has been used more and more recently but what exactly does it mean? Some have even regarded culture as "the most central problem of all social science" (Malinowski, 1939). According to Merriam Webster (2016), culture is defined as the arts and other manifestations of human achievements. If culture was as simple as Merriam-Webster defines it then the lives of anthropologists, sociologists, and psychologists would be much easier. As we know, culture varies greatly across religion, countries, and some cases in just states; the difference between the north and the south. We can conclude that culture is a set of shared thoughts, values, and cognitions (Geertz, 1973). With culture in itself varying tremendously based on values and location, then surely organizational culture is no simple concept either. The term "organizational culture" has just recently become to be used more (Barley, 1988). Though there may be disagreements on defining culture universally, researchers tend to agree that culture is of vital importance in an organizational context, whether that organization is a company or a government (Kilmann, Saxton, & Serpa, 1986).

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

Culture is defined as “The ideas, attitudes, customs, beliefs, values and social behaviour of a particular group of people or society that are passed on from generation to generation” (Brentnall, A., n.d.).

Culture is one of the terms that have been becoming more familiar in the 21st century among the multinational companies all around the world. The world has been shrunken by the fasting travelling and communicating technologies which has brought down the barriers for the organisations having business in international market. But still then there are few barriers that make the international business critical and hard for everyone to succeed in it. This is due to the factor that the businesses have direct influence over the culture that is followed in the respective country where the business is carried out. So it would be interesting to

“The effects of culture should not be left to chance.” She adds, “Proper implementation then leads to internalization of desired values and norms.”

During my four years in college, the word culture has been expressed multiple times. It has been apparent in multiple test; yet, not a fully coherent meaning has been express. Explained in the book, culture is the most important aspect for a successful company to flourish. The culture inspires

The business model, into this age of information, has integrated itself with many cultures. One of the results of this globalization is development and research into international business and work related culture. In a recent paper by Mooij & Hofstede (2010), it found focus on researching and investigating culture is becoming more popular. Looking at the exponential growth and influence of international, more International Managers are becoming aware of the impact and importance of national culture on organizational culture.

Culture in an organization is very important. Some would say that the culture is the core of that organization. Each organization has reasons why a certain culture is developed. Every culture is different depending on the workplace. It is important that the organization has the right culture setting and maintain that culture throughout. Problems always occur in organizations and they need to be solved as soon as possible. Leadership is another key opponent to have a successful organizational culture. Without the proper leadership style an organization could either be very successful or just fall apart completely.

The importance of culture should never be underestimated. It is an important factor and it can even become to a core competency of high value. One reason for that is because competitors can not replicate a culture. It is a unique feature of a company and can become an important factor of the company’s success.

With the regionalization of the world economy, the trend of integration is increasing, the economic exchanges between countries are becoming increasingly close, and multinational enterprises have developed rapidly. Due to the different national cultures of different countries, the corporate culture of national culture is not the same, the objective existence of cultural differences is bound to be.

Organizational culture is a crucial element of every organization; hence it comes as no surprise that it has received much scholarly attention. While it is impossible to summarize all research on organizational culture in a single piece, a number of fundamental studies must be noted. Ouchi (1980; 1982) compared organizations to clans having a strong culture to help them with goal incongruence and performance ambiguity. Barney (1986) proposed that organizational culture might be a source of sustained competitive advantage.

|In business terms, specifically a global business with offices throughout the world, culture becomes critical to a firm’s success. It is ‘…where balance between consistency and adaptation is essential’2 and must|

When cultures are not respected or appreciated it will effect negotiations and operations. The mix of the cultures within the departments collaborating on project teams and managing can take its toll if the organization has not been cross-trained on cultural differences. The cultural differences on conflict resolution, teamwork, and problem solving can be profound. For example, in the Japanese culture the board room is not used to have discussions. Instead the boardroom and meetings are meant for progress reports. Unlike the Western culture where we use meetings to have discussions, debate, and sometimes physically display our views when we disagree with someone. It is examples like these that can take a place in the business that will set the company back or destroy it before it can even begin. While personality cannot be changed our cultural response can be. It is a learned set of beliefs, values, assumptions, and can be constantly evolving with the right training.

The fifth session underpinned the key factors of culture and strategy. It discussed problematic elements of strategic drifts, cultural and historical influences and the cultural web. The session covered the importance of data for companies, path dependency and lock-in as well its impact and the concept of logical instrumentalism which is a technique that is used to avoid strategic drift. Organizational field and organizational culture was also observed through identifying granted-taken assumptions and cultural web. Session six analyzed organizational