Zusammenfassung
Die heutige Managementlehre ist auf eine Maximierung der Effizienz ausgerichtet. Dieses heutige „Good Management“ ist darauf ausgelegt, Umwege zu vermeiden und unproduktive Zeiten zu minimieren. Es sind aber gerade diese Umwege und die „unproduktiven“ Zeiten, welche die Grundlage zur Innovationsfähigkeit darstellen. Werden diese vermieden, so wird ein Unternehmen zunehmend unfähig zu innovieren.
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Notes
- 1.
„A pattern of basic assumptions – invented, discovered, or developed by a given group as it learns to cope with its problems of external adaption and internal integration – that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.“ (Schein 1985, S. 9).
- 2.
„The culture concept has been borrowed from anthropology, where there is no consensus on its meaning. It should be no surprise that there is also a variety in its application to organization studies.“ (Smircich 1983, S. 339–358).
- 3.
„Organisational culture is the collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organisation.“ (Marshall und McLean 1985, S. 2–20).
- 4.
„This is how we do things around here.” (Bright und Parkin 1997, S. 13).
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Huber, D., Kaufmann, H., Steinmann, M. (2014). Unternehmen heute – „Good Management“ verhindert Innovation. In: Bridging the Innovation Gap - Bauplan des innovativen Unternehmens. Springer Gabler, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-43925-8_6
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