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Abstract

This case study describes the process of culture change experienced by Xerox do Brazil as a response to the Brazilian economical liberalisation process which happened in the beginning of the 1990s. The historical corporate culture is analysed, followed by the analysis of the process of culture evolution. An analysis of the company''s cultural transformation is carried out. Xerox do Brazil faced the opening up of the Brazilian economy very successfully. The top management commitment to the Quality Strategy associated with the Brazilian national values were the principal factors which accounted for the success of the company in keeping its 75% market share in Brazil since the opening of the economy has been established in the country. The case study''s main learning point is to reinforce the theory on organisational culture creation and change process.
Location:
Industry:
Size:
5,000 employees
Other setting(s):
1990s

About

Abstract

This case study describes the process of culture change experienced by Xerox do Brazil as a response to the Brazilian economical liberalisation process which happened in the beginning of the 1990s. The historical corporate culture is analysed, followed by the analysis of the process of culture evolution. An analysis of the company''s cultural transformation is carried out. Xerox do Brazil faced the opening up of the Brazilian economy very successfully. The top management commitment to the Quality Strategy associated with the Brazilian national values were the principal factors which accounted for the success of the company in keeping its 75% market share in Brazil since the opening of the economy has been established in the country. The case study''s main learning point is to reinforce the theory on organisational culture creation and change process.

Settings

Location:
Industry:
Size:
5,000 employees
Other setting(s):
1990s

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