Weyerhaeuser: A Good Reputation Instilled in Culture

• Autorzy: Zbigniew Bochniarz , Jacek Lipiec
• Języki publikacji: EN

Abstrakty

EN

The paper addresses the concept of Weyerhaeuser’s culture which was transformed as the result of mergers and implemented policies against recession. The culture, particularly their long-term vision and values played a crucial role in Weyerhaeuser’s company. Frederick Weyerhaeuser, founder of the firm, realized that a firm’s reputation was the most important asset. Significant increases in housing demand over 1997-2005 had led to an enormous pressure for faster deliveries and innovations in the construction industry. Weyerhaeuser decided to become global leader by transforming its culture and launching the iLevel concept7.

Słowa kluczowe

EN

corporate culture; family firm; Weyerhaeuser

• Wydawca: Sciendo
• Czasopismo: Journal of Intercultural Management
• Rocznik: 2015
• Tom: 7
• Numer: 2
• Strony: 21-29

Daty

wydano

2015-06-01

online

2016-01-29

Twórcy

autor

Zbigniew Bochniarz

• University of Washington,

autor

Jacek Lipiec

• Warsaw School of Economics,

Bibliografia

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• Robertson P. (2011), Titans of capitalism – Frederick Weyerhaeuser – The timber king, “Opportunist Magazine”, July 26.
• Russell L., Reynolds J.J., Chadalavada S. (2004), Case study: how a Weyerhaeuser unit executed a winning strategy using Desert Storm’s fast-cycle, strategic action approach, “Strategy & Leadership”, Vo.32, no.4.
• Twining C.E. (1997), F.K. Weyerhaeuser: a biography, Minnesota Historical Society Press, St. Paul.
• F. Weyerhaeuser, Lumber King, Dead (1914), “New York Times”, April 5.
• Working Together to Release Our Potential (2008), Address by Dan Fulton, CEO, President, Weyerhaeuser Company, Delivered to Rotary Club of Seattle, Red Lion, Seattle, Washington.

Identyfikatory

DOI

10.1515/joim-2015-0008