RALPH H. KILMANN holds the George H. Love Chair in Organization and Management and is director of The Program in Corporate Culture at the Katz Graduate School of Business, University of Pittsburgh. He is the author or coauthor of numerous Jossey-Bass books, including Managing Beyond the Quick Fix (1989), and Corporate Transformation (1988).

"Brings together leading authorities' major approaches tounderstanding, managing, and changing organizational cultures.Presents methods for identifying cultural norms, strengtheningpositive aspects of existing cultures, and building new cultures tosupport organizational goals and strategies."--Sloan Management Review

• 1. Introduction: Five Key Issues in Understanding and ChangingCulture (Ralph H. Kilmann, Mary J. Saxton, Roy Serpa) Part One: What Is Culture: Its Function and Impact 2. How Culture Forms, Develops, and Changes (Edgar H. Schein) 3. Breakup of the Bell System: A Case Study in CulturalTransformation (W. Brooke Tunstall) 4. Believing Is Seeing: How Culture Influences the Decisions TopManagers Make (Alice M. Sapienza) 5. Strategic Myopia: Culture as an Invisible Barrier to Change (JayW. Lorsch) 6. The Relationship of Corporate Culture to Industry Sector andCorporate Performance (George G. Gordon) Part Two: General Approaches to Understanding and ManagingCulture 7. Sourcing Workplace Cultures: Why, When, and How (Meryl ReisLouis) 8. Culture Is Not Just an Internal Affair (Stanley M. Davis) 9. Managing Specialized Corporate Cultures (Harry J. Martin) 10. Managing Culture at the Bottom (Tim R. V. Davis) 11. Corporate Taboos as the Key to Unlocking Culture (Ian I.Mitroff, Ralph H. Kilmann) Part Three: The Dynamics of Cultural Change 12. The Cycle of Cultural Evolution in Organizations (W. Gibb Dyer,Jr.) 13. How to Decipher and Change Corporate Culture (VijaySathe) 14. You Can't Get There From Here: What Will Make Culture-ChangeProjects Fail? (Alan L. Wilkins, Kerry J. Patterson) 15. Cultural Change: Opportunity, Silent Killer, or Metamorphosis?(Terrence E. Deal) Part Four: Specific Methods for Changing Culture 16. Four Phases for Bringing About Cultural Change (Robert F.Allen) 17. Five Steps for Closing Culture-Gaps (Ralph H. Kilmann) 18. Using Six Organizational Rites to Change Culture (Harrison M.Trice, Janice M. Beyer) 19. Arriving at Four Cultures by Managing the Reward System (NirmalK. Sethia, Mary Ann Von Glinow) 20. Conclusion: Why Culture Is Not Just a Fad (Ralph H. Kilmann,Mary J. Saxton, Roy Serpa)

RALPH H. KILMANN holds the George H. Love Chair in Organization and Management and is director of The Program in Corporate Culture at the Katz Graduate School of Business, University of Pittsburgh. He is the author or coauthor of numerous Jossey-Bass books, including Managing Beyond the Quick Fix (1989), and Corporate Transformation (1988).

"Brings together leading authorities' major approaches tounderstanding, managing, and changing organizational cultures.Presents methods for identifying cultural norms, strengtheningpositive aspects of existing cultures, and building new cultures tosupport organizational goals and strategies."--Sloan Management Review

• 1. Introduction: Five Key Issues in Understanding and ChangingCulture (Ralph H. Kilmann, Mary J. Saxton, Roy Serpa) Part One: What Is Culture: Its Function and Impact 2. How Culture Forms, Develops, and Changes (Edgar H. Schein) 3. Breakup of the Bell System: A Case Study in CulturalTransformation (W. Brooke Tunstall) 4. Believing Is Seeing: How Culture Influences the Decisions TopManagers Make (Alice M. Sapienza) 5. Strategic Myopia: Culture as an Invisible Barrier to Change (JayW. Lorsch) 6. The Relationship of Corporate Culture to Industry Sector andCorporate Performance (George G. Gordon) Part Two: General Approaches to Understanding and ManagingCulture 7. Sourcing Workplace Cultures: Why, When, and How (Meryl ReisLouis) 8. Culture Is Not Just an Internal Affair (Stanley M. Davis) 9. Managing Specialized Corporate Cultures (Harry J. Martin) 10. Managing Culture at the Bottom (Tim R. V. Davis) 11. Corporate Taboos as the Key to Unlocking Culture (Ian I.Mitroff, Ralph H. Kilmann) Part Three: The Dynamics of Cultural Change 12. The Cycle of Cultural Evolution in Organizations (W. Gibb Dyer,Jr.) 13. How to Decipher and Change Corporate Culture (VijaySathe) 14. You Can't Get There From Here: What Will Make Culture-ChangeProjects Fail? (Alan L. Wilkins, Kerry J. Patterson) 15. Cultural Change: Opportunity, Silent Killer, or Metamorphosis?(Terrence E. Deal) Part Four: Specific Methods for Changing Culture 16. Four Phases for Bringing About Cultural Change (Robert F.Allen) 17. Five Steps for Closing Culture-Gaps (Ralph H. Kilmann) 18. Using Six Organizational Rites to Change Culture (Harrison M.Trice, Janice M. Beyer) 19. Arriving at Four Cultures by Managing the Reward System (NirmalK. Sethia, Mary Ann Von Glinow) 20. Conclusion: Why Culture Is Not Just a Fad (Ralph H. Kilmann,Mary J. Saxton, Roy Serpa)

RALPH H. KILMANN holds the George H. Love Chair in Organization and Management and is director of The Program in Corporate Culture at the Katz Graduate School of Business, University of Pittsburgh. He is the author or coauthor of numerous Jossey-Bass books, including Managing Beyond the Quick Fix (1989), and Corporate Transformation (1988).

"Brings together leading authorities' major approaches tounderstanding, managing, and changing organizational cultures.Presents methods for identifying cultural norms, strengtheningpositive aspects of existing cultures, and building new cultures tosupport organizational goals and strategies."--Sloan Management Review

• 1. Introduction: Five Key Issues in Understanding and ChangingCulture (Ralph H. Kilmann, Mary J. Saxton, Roy Serpa) Part One: What Is Culture: Its Function and Impact 2. How Culture Forms, Develops, and Changes (Edgar H. Schein) 3. Breakup of the Bell System: A Case Study in CulturalTransformation (W. Brooke Tunstall) 4. Believing Is Seeing: How Culture Influences the Decisions TopManagers Make (Alice M. Sapienza) 5. Strategic Myopia: Culture as an Invisible Barrier to Change (JayW. Lorsch) 6. The Relationship of Corporate Culture to Industry Sector andCorporate Performance (George G. Gordon) Part Two: General Approaches to Understanding and ManagingCulture 7. Sourcing Workplace Cultures: Why, When, and How (Meryl ReisLouis) 8. Culture Is Not Just an Internal Affair (Stanley M. Davis) 9. Managing Specialized Corporate Cultures (Harry J. Martin) 10. Managing Culture at the Bottom (Tim R. V. Davis) 11. Corporate Taboos as the Key to Unlocking Culture (Ian I.Mitroff, Ralph H. Kilmann) Part Three: The Dynamics of Cultural Change 12. The Cycle of Cultural Evolution in Organizations (W. Gibb Dyer,Jr.) 13. How to Decipher and Change Corporate Culture (VijaySathe) 14. You Can't Get There From Here: What Will Make Culture-ChangeProjects Fail? (Alan L. Wilkins, Kerry J. Patterson) 15. Cultural Change: Opportunity, Silent Killer, or Metamorphosis?(Terrence E. Deal) Part Four: Specific Methods for Changing Culture 16. Four Phases for Bringing About Cultural Change (Robert F.Allen) 17. Five Steps for Closing Culture-Gaps (Ralph H. Kilmann) 18. Using Six Organizational Rites to Change Culture (Harrison M.Trice, Janice M. Beyer) 19. Arriving at Four Cultures by Managing the Reward System (NirmalK. Sethia, Mary Ann Von Glinow) 20. Conclusion: Why Culture Is Not Just a Fad (Ralph H. Kilmann,Mary J. Saxton, Roy Serpa)