Organisational culture is defined as a "consistent, observable pattern of behaviour in an organisation" (Watkins, 2013). The patterns of behaviour that define a culture are reinforced through the artefacts of culture, including slogans, imagery, written statements, posters, mission statements and vision statements. Culture is therefore reinforce directly by the organisation, which sends the message about the patterns of behaviour that define the organisation repeatedly, because repetition is critical to ensure that the message is received and implemented consistently. Hofstede (2015) argues that there are a number of different dimensions along which an organisation's culture can be understood: means-oriented versus goal-oriented, internally-driven vs. externally-driven, work discipline, open vs. closed system, degree of formality, employee-oriented vs. work-oriented and the degree to which an employee is expected to identify with the organisation. Some organisations have strong cultures, others have weak ones, but the best organisations have cultures that closely align with firm objectives. A good example of this is Nike.
The Nike Strategy
Nike works with a differentiated strategy. Its athletic apparel is not necessarily any better than other leading brands -- they often use the same suppliers -- but Nike seeks to position its brand as being superior. This is a key component of its advertising message, and is reinforced in the approach that the company takes to its athlete endorsements -- it aims for the best players of a given sport. Nike positions itself as a winner, an approach that has helped it when entering new markets where objectively it might have had disadvantage, such as soccer. Yet, Nike blends this with empowerment, a cultural attitude that everybody is able. As this is a company that seeks to win its business, Nike has developed a culture that blends...
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Nike Case Study Scenario which Sparked Change The scenario which sparked the need for change was the sheer success of Nike as a brand for athletic apparel, athletic shoes and equipment. However, this was a success that company experience only in terms of men and menswear. "According to Mindy Grossman, the company's former vice president of global apparel, 'some of the issues in the past was that there was a faction in
In assessing knowledge management at Nike, the strengths inherent in their culture and putting a high value on tacit and implicit knowledge sharing are shown in how well integrated new product development, innovation, marketing and supply chain at the corporate level are. Yet the company falters in the areas of supply chain knowledge management and knowledge transfer into retail channels. These two areas of the greatest weakness to Nike require
At the creative and design level however, there were numerous benefits and they materialized in a significantly higher know-how, expertise and innovative ideas. The company has also strived to increase organizational efficiency, which not only improved the organizational design, but also generated customer value. d) Nike new product portfolio and brand management strategies Nike's development and continuous appeal to the audience has been based -- to an extensive degree -- on
Nike's Strategic And Financial Position Analysis Nike is a globally recognized multinational corporation founded by the Stanford Graduate School of Business graduate, Phil Knight, and Bill Bowerman who was the track and field coach at the University of Oregon. The two appear to be a natural fit as each hailed from a background that would appreciate the underlying design that goes into creating a quality running shoe. Nike's global operations in aggregate
For any strategic planning activity to be effective there must be the ability to quickly define process-level changes to increase competitive advantage. Mintzberg's critique of the strategic planning process is illustrated in the shortcomings of the Ashoff Matrix in this regard. Lack of strategic prioritization of projects within the context of the Ansoff Matrix - the Ansoff Matrix does not provide for strategic criteria to be applied to specific projects.
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