Question 1
Environment in the this model is more inclined to consist of things outside of the organization that can affect the inside operations such as competition, technology, market needs and/or changes, and government relations (Hughes, Gwinnett, & Curphey, 2012).
IKEA, one of my favorite places to shop, is an environment that is affordable for many people to have the homes décor and all-around supplies they need at a reasonable cost. With the market changes, economic, and overall changes to the environment (aka flood, earthquake), the one thing that stays stable is the pricing and products at Ikea. The furniture is typically good quality and usually easy to put together (depending on who is doing the task). The decorated areas, for example, a small room with sample bedroom furniture provides the feel of how a customer’s bedroom would look after buying those products. Since it is a place to easily get lost and go in circles, there is always a co-worker nearby to direct you to where you have to go. In most cases, they are respectable and happy. Perhaps this is because of how Kamprad respects co-workers views and overall good working environment he creates for his co-workers.
Resources. According to Hughes, et al., (2012), resources are intangible elements and material resources as well as capital and perception of product quality. Ikea has noticeable and immaterial resources. From its success, one can actually see its sales success, profits, and other financial needs to continue to build the product and brand elements.
When referring to the perception of product quality, that is intangible but definitely apparent.
There is something for everyone at Ikea—even when not planning to buy anything when one goes there (such as myself who attempts to go and look with no buying). There is always a unique reasonably priced item that someone has been looking for and found it at Ikea.. This intangible reputation is what helps Ikea’s tangible resources to be so profitable. The feel of Ikea is one of a different culture with such distinctive and unusual designs. As for the overall feel of
Ikea, it is big place with a “homey” feel. Perhaps it is because the co-workers are team workers, there is not near the tension as places such as Walmart leading me to believe it is truly a good working atmosphere for employees.

History. The history of Ikea has always been one of quality and good price. Hughes et.al.
(2012), refers to this as the past and the myths about a company’s background.
From 1993-2013 totaled 27.9 billion euros. There was no decline even with the years of the economic downturn starting in 2008 and the functional level of the company may have even exceeded during the bumpy times. The background of the company is well known and Kamprad is iconic for his modest lifestyle. He understands the need for affordable pricing, yet, with high quality performance. He pitched in when needed and worked diligently with employees—who mattered to him. His leading by example is what shaped a good and productive working environment and a well-known historical culture.
Question 2

Schein’s four key organizational culture factors include myths and stories, symbols and artifacts, rituals, and language.
Myths and stories: are the “tales about the organization that are passed down over time and communicate a story of the organization’s underlying values” (Hughes, et al., 2012, p. 497).
According to the case history in the book, the following happened.
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Kamprad started Ikea from his graduation money
Ikea was started in a small village in Sweden.
The main products were belt buckles, pens, and watches and whatever the village people needed until he started selling furniture.
Kamprad’s employee suggested taking off the legs of a table to fit in a car and it started the small furniture idea implemented assemble yourself furniture and took off from there.
Kamprad is simple and cost consciousness; he rides his bike for a vacation and sits in coach class seats
He was hands on, led by example, and expects everyone to help when it is a busy time.
He supports the culture to “create a better every day for the many people” (Hughes, et al.,
2012, p. 519).

Symbols and artifacts: “Objects that can be seen and noticed that describe various aspects of culture” (Hughes, et al., 2012, p. 497).
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Ikea has colors of blue and gold, which represents the Swedish flag.
Typically are warehouse layouts with areas giving the look and feel of an actual room in a house. Rituals: “Recurring events or activities that reflect important aspects of the underlying culture”
(Hughes, et al., 2012, p. 497).
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Customers keep going back to the store for prices and culture
Darkly lit warehouses (lighting never usually changes)
Employees must continue to be supportive and work in teams

Language: Jargon, or idiosyncratic terms, of an organization and can serve several, varied purposes (Hughes, et al., 2012, p. 497).
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Named all employees as “coworkers”
Furniture are given Nordic names that cannot be pronounced easily

Question 3
I would expect with its European background it would slightly higher than a middle level of technology complexity. Their future designs are modern, but not many things seem to change at the store level, including their in-house inventory lookup system. The climate of the culture and organization and ability to simplify the process is good. This could be because of how coworkers are innovative and look at doing things better at work.

The culture and environment is strong but I am not sure how much Ikea actually adapts to change. However, it appears to be that Ikea adapts well with its new models of unique designs. Since it survived some the roughest times in history, it appears to acclimate to market variations and consumer needs. It seems self-sufficient enough to be flexible and has a dynamic open organizational culture and decentralization.