Overview and Objectives
The ability of any company to exhibit regularity, or internal fit, among its elements has been proven to lead to short term growth as well as long term success. And is the very essence of sustained competitive advantage. This paper uses a case study to analyze and understand the cultural processes that contributed towards organizational success at NUCOR steel. Organizational elements such as internal and external activities, employee motivation, managerial hierarchy, structural elements, policies and resources have formed a complex system at NUCOR, making it one of the largest steel manufacturers in the United States.
To better comprehend the nature of cultural activity and the fundamental developmental processes that lead to true organizational fit, I investigated the cultural processes at Nucor, using existing literature and broader conceptual reasoning about organizational culture, to assist in the identification of cultural elements and their interactions within the organizational system. NUCOR’s complex history, prolific leadership and unique organizational structure, makes NUCOR an exciting model to study.
The analysis begins with a brief history of NUCOR which is followed by a critical analysis of cultural activity at NUCOR; the analysis is divided into sections illustrating key points in Nucor’s cultural activity and process of innovation. The objective has been to provide a greater understanding of organizational culture and its impact on company’s innovativeness.
History of NUCOR:
Nucor grew in a single generation from a failing nuclear instruments company to one of the nation’s most admired and imitated corporations (NUCOR, 2008).
Nucor traced its origins to auto manufacturer Ransom E. Olds, who founded Oldsmobil ...