Topic
Culture change
About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.
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TL;DR: The time has come for academic medicine to move beyond a simple discussion of physician burnout and develop a shared definition of physician wellness followed by interventional strategies to bolster it.
Abstract: Background The existing literature either does not address physician wellness or defines it as a lack of burnout. The goal of this article is to call attention to this important gap in the literature and provide ideas for how to fill it. We need a culture change, and we propose that this change begin within graduate medical education. Methods We describe a case example of culture change and definitions of wellness at William Beaumont Hospitals, Troy Family Medicine Residency Program, a community-based, university-affiliated program in suburban Detroit, Michigan. Results We developed a toolbox of practical steps to create a culture that emphasizes wellness. We present a general timeline illustrating necessary steps toward accomplishing a true cultural change. Discussion The time has come for academic medicine to move beyond a simple discussion of physician burnout. To do this, we must first develop a shared definition of physician wellness followed by interventional strategies to bolster it. The b...
149 citations
Posted Content•
TL;DR: In this article, the authors report on the impact of a program of culture change on managers at one of Britain's leading grocery retail chains and conclude that at least changes in managerial behaviour are related more to surveillance, direct control and the threat of sanction than any transformation of managerial values.
Abstract: The strategic importance of managing organizational culture has been a central theme in organizational literature over the past two decades. But relatively little attention has been given to the impact of culture change initiatives on managers. This paper reports on the impact of a programme of culture change on managers at one of Britain's leading grocery retail chains. Based on a series of detailed interviews with managers together with examination of company documents and an understanding of trends in grocery retailing, we explain the purpose and content of change, and document and analyse the reactions of those managers who are expected to change their own cultural orientations as well as persuade their subordinates to change. We conclude that in this case at least changes in managerial behaviour, as with previously documented changes in the behaviour of shopfloor workers, are related more to surveillance, direct control and the threat of sanction than any transformation of managerial values. Indeed, the situation and experiences of managers - one of reduced autonomy, close monitoring and control, and perceived career insecurity - are explained less in relation to 'organizational culture', more in relation to organizational (re-)structuring intended to create a more centralized form of organizational control.
149 citations
TL;DR: In this article, the authors present the findings of a longitudinal study of coerced implementation of a practice in the face of a low degree of fit between the practice and an organization's culture, and they portray the implementation of culturally dissonant practices as an ongoing process involving the mutual adaptation of organizational practices and culture.
Abstract: In this article, we present the findings of a longitudinal study of coerced implementation of a practice in the face of a low degree of fit between the practice and an organization's culture. Contrary to current predictions stating that a lack of cultural fit will eventually be resolved through adaptation of new practices, our findings portray the implementation of culturally dissonant practices as an ongoing process involving the mutual adaptation of organizational practices and culture. Our emerging model describes the cultural changes induced by the coercive implementation of new practices as involving a partial change in shared beliefs and behavioral patterns and a more general enrichment of the cultural repertoire of organization members. [ABSTRACT FROM AUTHOR]
147 citations
Book•
01 Jan 2000
TL;DR: In this article, the authors present a survey of measures of organizational culture and climate in the context of a questionnaire for measuring organizational culture in the workplace and its effect on organizational performance.
Abstract: PART ONE: CULTURE AND CLIMATE The Climate for Sevice - Benjamin Schneider, David E Bowen, Mark G Ehrhart and Karen M Holcombe Evolution of a Construct Values Lost - Richard W Stackman, Craig C Pinder, and Patrick E Conner Redirecting Research on Values in the Workplace Rules, Sensemaking, Formative Contexts, and Discourse in the Gendering of Organizational Culture - Jean C H Hatfield and Albert J Mills Symbols in Organizational Culture - Anat Rafaeli and Monica Worline Hunting and Gathering in the Early Silicon Age - Marc W D Tyrrell Cyberspace, Jobs, and the Reformulation of Organizational Culture Sources of Meaning, Organization, and Culture - Mark F Peterson and Peter B Smith Making Sense of Organizational Events Time and Organizational Culture - Allen C Bluedorn PART TWO: MEASUREMENT AND OUTCOMES OF ORGANIZATIONAL CULTURE AND CLIMATE Questionnaire Measures of Organizational Culture - Neal M Ashkanasy, Lyndelle E Broadfoot and Sarah Falkus Using the Organizational Culture Inventory to Understand the Operating Cultures of Organizations - Robert A Cooke and Janet L Szumal Climate and Culture - Roy L Payne How Close Can They Get? The High Performance Organizational Climate - Jack Wiley and Scott Brookes How Workers Desribe Top Performing Units Organizational Culture as a Predictor of Organizational Performance - Celeste Wilderom, Ursula Glunk, and Ralf Maslowski Organizational Culture from a Network Perspectives - Martin Kilduff and Kevin G Corley PART THREE: THE DYNAMICS OF CULTURE AND CLIMATE CHANGE Organizational Culture and Climate in Transformations for Quality and Innovation - John L Michela and W Warner Burke The Cultural Dynamics of Organizing and Change - Mary Jo Hatch Managerial Ideologies, Organization Culture and the Outcomes of Innovation - Raymond F Zammuto, Blair Gifford, and Eric A Goodman A Competing Values Perspective Toward a New Conceptualization of Culture Change - Vijay Sathe and E Jane Davidson Twelve Testable Assertions About Cultural Dynamics and the Reproduction of Organizational Culture - Keith A Markus Measuring Cultural Fit In Mergers and Acquisitions - Yaakov Weber PART FOUR: CULTURE, CLIMATE, COMMITMENT AND CAREERS Ties That Bind - Janice M Beyer, David R Hannah and Laurie P Milton Culture and Attachments in Organizations Commitment and the Study of Organizational Climate and Culture - Turo Viratanen Effective Newcomer Socialization into High Performance Organizational Cultures - Debra A Major Organizational Cultures and Careers - Hugh Gunz PART FIVE: INTERNATIONAL PERSPECTIVES ON CULTURE Images of Japanese Management and the Development of Organizational Culture Theory - Mary Yoko Brannen and Jill Kleinberg Culture - Geert Hofstede and Mark F Peterson National Values and Organizational Practices A New Look at National Culture - Lilach Sagiv and Shalom H Schwartz Illustrative Applications to Role Stress and Managerial Behaviour Role Relaxation and Organizational Culture - George M Rose, Lynne R Kahle and Aviv Shoham A Social Values Perspective Definition and Interpretation in Cross-Cultural Organizational Culture Research - Marcus W Dickson, Ram N Aditya and Jagdeep S Chhokar Some Pointers From the GLOBE Research Program Culture in Uniformed Organizations - Joseph Soeters Changing Organizational Cultures in Chinese Firms - Cherilyn Skromme Granrose, Qiang Huang and Elena Reigadas
143 citations
TL;DR: In this article, the authors present an overview of contemporary research into the nature of culture, the rationale, approaches and perspectives on culture management, as well as research into unintended consequences.
Abstract: The topic of managing culture has been central to organizational culture research for the last two decades. Although critical theorists argue that culture management efforts are prone to unintended consequences, few empirical studies have explicitly explored this issue. The study reported in this article is designed to redress this imbalance in the literature through focusing on the exploration and description of the unintended consequences of culture management interventions. The aims of the study are to locate and describe how management actions during culture change initiatives result in unintended consequences and then subsequently to explore and describe these effects. The article begins with an overview of contemporary research into the nature of culture, the rationale, approaches and perspectives on culture management as well as research into unintended consequences. After a discussion of the research design and methods employed, the results of the study are presented. These findings review and elucidate eight forms of management action during culture change programmes that resulted in unintended consequences, which had serious consequences for the organizations concerned. The article concludes with the discussion of implications and conclusions for theorists and practitioners.
141 citations