What happens when fire strikes the manufacturing plant of the sole supplier for the brake pressure valve used in every Toyota? When a hurricane shuts down production at a Unilever plant? When Dell and Apple chip manufacturers in Taiwan take weeks to recover from an earthquake? When the U.S....

Culture is always considered as a collective phenomenon and all individuals living in the same social environment accept it, at least partially. Culture as collective programming of mind distinguishes the members of a group from another. Corporate culture must be in accordance with national...

For the corporate real estate (CRE) executive who has the opportunity to plan a campus, this paper presents guidelines to ensure that campus workplace solutions are aligned not only with corporate objectives but with the corporate culture as well. The paper draws on a variety of corporate campus...

The authors present a series of variables driving corporate real estate strategy and discuss their interaction, with examples. Capital structure, geographical diversity, product and service lines and corporate culture can combine to create strategy, and strategy can be directed to affect any of...

For the corporate real estate executive who is in the process of transforming the department to be a strategic business partner, this paper presents examples of initiatives used to ensure the workplace is aligned with the long‐term corporate strategy. This paper analyses the benefits of...

Many organisations have increased collaborative performance by introducing new technologies and new processes; by integrating these with innovations in the working environment they can catalyse additional and sustained improvements in collaborative performance. If planned, designed and managed...

Purpose – The purpose of this paper is to examine why culture is the cause of such widespread failure in mergers and acquisitions (M&A) and explore ways to improve their success rate. Design/methodology/approach – Review of some prominent “failed” mergers for evidence of the influence of...

Suggests that changes in the environment have required changes in the marketing concept. Shows that these changes have been in fact evolutionary rather than revolutionary ‐ making explicit aspects of the concept which were previously implicit. Provides an outline of the most recent concept,...

Organisations are often reluctant to change their corporate cultures even when such change is essential to cope with the changing business environment. This paper analyses the three phases of change management adopted by the multinational company RWE Solutions and describes several steps that...