Schein claims that we must dig below the organization’s surface to uncover basic underlying assumptions in order to decipher an organization’s culture. The author defines organizational culture so that it emphasizes how culture works, and extrapolates that one can understand both the dynamic evolutionary forces that govern a culture, and can explain how the 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 IBM has generated much interest with its concept of “independent business units.”2 To head its new [...]