Disrupting Corporate Culture

Disrupting Corporate Culture

How Cognitive Science Alters Accepted Beliefs About Culture and Culture Change and Its Impact on Leaders and Change Agents

White, Jr, David G.

Taylor & Francis Ltd






15 a 20 dias


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Introduction 1. The 5 Myths of Culture 2. What's Wrong with Corporate Culture? 3. Where Culture Comes From 4. Invisible Hands, Invisible Walls 5. Change the Practice, Change the Culture Epilogue: The Way Forward
Brain Machine Interfaces;Organizational culture;Uncertainty Avoidance;Organisational culture;English Premier League;Business culture;IBM Employee;Change leaders;Employee Engagement;Organizational development;MBA Program;Organisational development;Fourth Industrial Revolution;Dominant Logics;Corporate transformation;Town Halls;Organizational transformation;Unthought Knowns;Science of culture;Cognitive Orientations;Cognitive science of culture;Psychological Flexibility;Culture change;Reference System;anthropology supports;Manufacturing Executive;corporate culture;Ceo Personality;culture shaping approaches;Localized Product Plans;Cultural Neuroscience;Ping Pong Tables;Dark Matter;High Leverage Practice;Adaptive Challenges;I3's Approach;Managerial Intuition;Ethnographic Action Research;Digital Transformation