MIT Sloan Management Review

The purpose of this article is to define the concept of organizational culture in terms of a dynamic model of how culture is learned, passed on, and changed.

What are the strategies, policies, practices and decisions that result in successful management of high-technology enterprises? On the basis of interviews conducted in a cross section of high-tech industries, the authors have identified common corporate characteristics, concluding that most have resolved a critical dilemma — the ability to manage conflict between continuity and rapid change.

Many large established firms currently seem to be trying hard to improve their capacity for managing internal entrepreneurship and new ventures. Companies like Du Pont and General Electric have appointed CEOs with a deep understanding of the innovation process.1