In the face of the dramatic changes occurring in globally in the market structure, it is necessary to develop managers as structurally important people who can help to enact cultural changes, highlight structural fragmentation points driven by clashes of cultural values, understand how some cultural beliefs are dominant in the way in which an organization evolves due to their prominent position in the network and design interventions targeting the right balance of structural and cultural dimensions in their organizations. The study demonstrates many ways in which networks and culture can work together in this line. (42 refs.)
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