What is cultural con的問題，透過圖書和論文來找解法和答案更準確安心。 我們找到下列問答集和資訊懶人包

What You Do Is Who You Are: How to Create Your Business Culture

為了解決What is cultural con的問題，作者Horowitz, Ben 這樣論述：

　　矽谷創投大師、企業經營奇才、《紐約時報》暢銷作家 教你打造致勝企業文化 　　一般而言，人們被時空及環境所形塑，但卻有極少數的領導者，形塑時空與環境，於是迷戀歷史、且對於人們出人意表的行為特別感興趣的本．霍羅維茲對每個企業提出了一個問題：你要如何打造並維持你想要的企業文化？ 　　霍羅維茲堅信，企業的每個決定──甚至小至出差時的夜宿飯店、會議長短──都深受企業文化影響，如果企業文化不夠明晰，便很可能會出錯，因此，為避免上述情形，霍羅維茲依據不同的領導者與企業文化塑造方式，提出了四種模型供所有企業家們學習： 　　•杜桑·盧維杜爾──受奴役而起身反抗的海地革命領導者 　　•日本武士──身

處日本政界中心長達700年，引領當代日本文化 　　•成吉思汗──創建世界版圖最大的元式氏王朝 　　•沙卡·桑戈爾──因謀殺罪入獄，並在獄中勢力最龐大的幫派，進而形塑出特有的獄中文化 　　霍羅維茲綜觀現代著名企業，套用至上述四種模型中，以解釋各企業的成功秘訣，如成立網飛的里德·哈斯廷斯、創建優步的特拉維斯及希拉蕊便具有盧維杜爾的文化影子；麥當勞首位非裔總裁唐·湯普森、收益達80億美元的前線通訊公司總裁瑪姬·維爾德羅特則與成吉思汗的文化包容性相符。 　　所有企業都曾自問：我們是誰？人們會怎麼談論我們？為什麼我們市佔率這麼低？我們該怎麼對待客戶？我們是否正中人們痛點？我們值得信賴嗎？ 　　在探

尋歷史、走訪古代與現代後，霍羅維茲帶領為所有企業提出了解答：你在牆壁上列出的特點，不能代表你；你在公司重要會議所說的話，不能代表你；你策劃的行銷活動，不能代表你；甚至你的信念，也不能代表你。你所做的，才能代表你；而本書便要帶領你成為你想成為、且眾人景仰的領導者。（文/博客來編譯） 　　Ben Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author, combines lessons both from history and from mod

ern organizational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times. 　　Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in w

hich they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want? 　　To Horowitz, culture is how a company makes decisions

. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake. 　　What You Do Is Who Yo

u Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who b

uilt the world’s largest empire; and Shaka Senghor, an American ex-con who created the most formidable prison gang in the yard and ultimately transformed prison culture. 　　Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied

(or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Commun

ications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture. 　　What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people

talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted? 　　Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you a

re is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

Desafiando La Tierra Salvaje: La Verdadera Pertenencia Y El Valor Para Ser Uno Mismo/Braving the Wilderness: The Quest for True

為了解決What is cultural con的問題，作者Brown, Brene 這樣論述：

Bren Brown est revolucionando la forma de entender la vulnerabilidad, la empat a y la pertenencia.De la autora de S valiente, el documental de Netflix.La actual crisis de desconexi n nos obliga a plantearnos la pertenencia a nuestra comunidad, empresa, cultura. La verdadera pertenencia no nos pid

e que cambiemos; nos exige que seamos quienes somos. Bren Brown, famosa por profundizar en las experiencias que dan sentido a la vida, como el coraje, la vulnerabilidad, el amor, la verg enza y la empat a, se adentra ahora en el debate sobre la pertenencia. En Desafiando la tierra salvaje, Brown re

define el concepto pertenecer en una era marcada por la complacencia, el individualismo y el aislamiento ideol gico. La autora da un giro al discurso cultural establecido y abre un nuevo camino hacia lo que significa ser parte de algo. Un libro oportuno y necesario que desaf a lo que pensamos sobr

e nosotros mismos y nuestra forma de relacionarnos con los dem s. ENGLISH DESCRIPTION#1 NEW YORK TIMES BESTSELLER - A timely and important book that challenges everything we think we know about cultivating true belonging in our communities, organizations, and culture, from the #1 bestselling author

of Rising Strong, Daring Greatly, and The Gifts of ImperfectionDon't miss the hourlong Netflix special Bren Brown: The Call to CourageHELLO SUNSHINE BOOK CLUB PICK"True belonging doesn't require us to change who we are. It requires us to be who we are." Social scientist Bren Brown, PhD, LMSW, has

sparked a global conversation about the experiences that bring meaning to our lives--experiences of courage, vulnerability, love, belonging, shame, and empathy. In Braving the Wilderness, Brown redefines what it means to truly belong in an age of increased polarization. With her trademark mix of re

search, storytelling, and honesty, Brown will again change the cultural conversation while mapping a clear path to true belonging. Brown argues that we're experiencing a spiritual crisis of disconnection, and introduces four practices of true belonging that challenge everything we believe about ours

elves and each other. She writes, "True belonging requires us to believe in and belong to ourselves so fully that we can find sacredness both in being a part of something and in standing alone when necessary. But in a culture that's rife with perfectionism and pleasing, and with the erosion of civil

ity, it's easy to stay quiet, hide in our ideological bunkers, or fit in rather than show up as our true selves and brave the wilderness of uncertainty and criticism. But true belonging is not something we negotiate or accomplish with others; it's a daily practice that demands integrity and authenti

city. It's a personal commitment that we carry in our hearts." Brown offers us the clarity and courage we need to find our way back to ourselves and to each other. And that path cuts right through the wilderness. Brown writes, "The wilderness is an untamed, unpredictable place of solitude and search

ing. It is a place as dangerous as it is breathtaking, a place as sought after as it is feared. But it turns out to be the place of true belonging, and it's the bravest and most sacred place you will ever stand." BRENÉ BROWN es una escritora estadounidense, profesora e investigadora en la Universi

dad de Houston. Durante los últimos quince años se ha dedicado a estudiar temas diversos, entre ellos la vulnerabilidad, el coraje, la vergüenza, y la empatía. Su trabajo ha sido presentado en PBS, NPR, TED, y CNN, entre otros medios. Es autora de tres títulos que han ocupado el primer puesto en las

listas del New York TimesLos Dones de la Imperfección (2010), El poder de ser vulnerable (2012), y Más fuerte que nunca (2015).

併購後整合的合法化-收購者正當性案例研究

為了解決What is cultural con的問題，作者艾琳娜 這樣論述：

摘 要併購 (M&A) 是管理者用來擴大和獲得市場占有率以提高其在全球商業環境中的競爭力，最重要之戰略工具之一。儘管近年來交易數量和價值大幅增加，但交易成功率仍然很低。導致不滿意結果之原因有幾個，其中合法性概念已被確定為併購成功或失敗之決定因素。儘管這一概念在組織研究中發揮重要作用，但文獻仍缺乏關於如何獲得它以及需要採取何種行動方可在收購中成為合法之收購方。因此，本論文研究問題透過回答如何建立合法性以及收購方如何在併購中尋求合法手段，並對併購現象是否合法進行進一步的認識。本論文研究是在與奧地利汽車零售商合作之背景下，分析在瑞典之具體收購案例，以與半結構性專家訪談以及內部公司資料與新聞報導作為

經驗數據進行單一案例研究。本研究對既有文獻數據多重分析，顯示開放式溝通、早期訊息交換和積極影響對於收購方在合法化過程中至關重要。此外，收購方與被收購方間積極互動及適當變更管理是建立合法性的重要因素。並通過創建一個模型，將研究結果說明被收購公司與收購方間重要聯繫，並強調追求合法性時所需最有價值行動，進而產生有價值的管理和理論影響。關鍵詞：合法性、確立合法性、併購、單一案例研究、汽車產業、瑞典、奧地利