2002年后ibm企业文化发展变化分析 word格式.docxVIP

instead of static and rely on the equilibrium of the three elements. Each element tries to find more vantage for itself and the three elements finally will found a bigger interests platform. And then the corporate culture would be more adaptive, productive and better synchronized with the corporate strategy. What should be pointed out is, it is right that the company would have problems when the corporate culture does not match the corporate strategy, but it does not mean that the corporate culture is decided by the corporate strategy. For most companies nowadays, they put too much emphasis on the element of shareholders, especially for American companies.Louis V. Gerstner retired from IBM as the CEO in 2002. By then, IBM had completed the corporate culture and company strategy reform and then got into a peaceful development period, or we can say that IBM get into a new ‘blue ocean’. During the period the company sticks to the strategy formed from Gerstner time, meanwhile the corporate culture changed unnoticed and gradually. From the view of corporate culture, IBM became conservative and rigid. The employees did not have a common vision with the shareholders, neither between the customers and the company. The competence of IBM became weaker and weaker. In one word, the corporate culture deviated from the corporate strategy in the past 10 years. The corporate culture loses the evolution feature and stays at an sluggish status.7This is because that IBM put too much emphasis on the element of shareholders and neglected or even reduced the element of the employees. And further harm the element of the customers.This thesis researches the culture development of IBM after 2002 via case study to reveal the inner logic of the evolvement of the three elements of corporate culture. It will also sum up some lessons that a company can adopt during the peaceful development period to avoid failure in the future. What’s more important, through the analysis we see the new requireme