In order to better understand the impact Fiorina had on the ingrained corporate culture of HP, the primary focus of the investigation should be directed at cross-examining the ‘HP Way’ in light of the abrupt changes imposed during Fiorina’s reign. Moreover, to better conceptualize the root of conflict, a closer analysis of the principals associated with each organizational culture - including the personality traits of those formulating those corporate value structures and a review of the present economic climate - is necessary. Only with a better appreciation of the relevant organization culture and the importance of fostering encouragement and autonomy, can HP rematerialize itself as the exemplar corporate climate.
It has been suggested that the historical success of HP was in large part due to the well executed promotion of its corporate culture coined, ‘The HP Way’ by the company founders Bill Hewlett and Dave Packard. The values associated with HP’s brand of corporate culture became institutionalized in a way that bonded all levels of employees together to make them feel part of the organizational experience (see appendix 1 and 2).
The original company culture was based on a mandate of supporting individualism in an otherwise collectivist
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