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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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Journal ArticleDOI
TL;DR: In this article, the authors present a case study investigating employee perceptions of a major imminent change in a large organization in view of two major approaches in managing organizational change: organizational re-engineering and organizational culture change.
Abstract: Two major approaches are found in managing organizational change. The traditional view subscribed to a strong link between organizational culture and changes related to organizational effectiveness. The more recent approach of organizational re-engineering is much more behavior oriented and places less emphasis on changing attitudes, beliefs and values as a prerequisite for organizational change. This article represents a case study investigating employee perceptions of a major imminent change in a large organization in view of these two approaches. The study indicates that employees are prepared to change their work behavior if they understand the reasons for the required changes, that they evaluate proposed changes in terms of their impact on the company as a whole rather than their impact on the individual or functional group contexts, and that they evaluate change in terms of its effects on their work satisfaction and individual fulfillment rather than on the status quo. The implication is that under circumstances of strategic or operational change, following the long route of culture change may be inappropriate. Key words: Organizational change, culture change, reengineering, employee perceptions, acceptance of change, job satisfaction.

7 citations

Journal ArticleDOI
Robert E. Lane1
TL;DR: In this paper, the authors examined a number of representative problems and hypotheses of culture change and found that they divide fairly well along two lines: first, as to theoretical scope, they divide into more limited formulations labelled here "Psychological" and more extensive formulations designated "Cultural", and they clearly divide into "Developmental", concerned with limited possibilities, and "Causal-correlational," concerned with causal interdependence.
Abstract: "culture change." If such an order did emerge from analysis of the field, what implications did it have? It was found upon examining a number of representative problems and hypotheses of culture change that they divide fairly well along two lines: first, as to theoretical scope, into more limited formulations labelled here "Psychological" and more extensive formulations designated "Cultural"; second, as to theoretical interest, problems and hypotheses clearly divide into "Developmental," concerned with limited possibilities, and "Causal-Correlational," concerned with causal interdependence. Besides the difference of theoretical interest, these two types of studies are set apart in that causal studies require examination of factors external to the order of data under primary discussion. The same phenomenon, like revolution, can usually be studied from either point of view, but a number of purely relationship concepts in culture change studies, like integration, generally predispose an investigation toward a Developmental approach. The four basic approaches to culture change were illustrated, and the scheme was briefly tested by application to several current lines of dynamic investigation. It was suggested that, although a Causal-Correlational interest is the more explicit and conisciously pursued, more results have actually been achieved along the less recognized (and perhaps less respected) lines of the Developmental interest in limited possibilities. The ability to predict is no more a product of one than of the other approach. The possible use and need of a systematic assessment of culture change studies were discussed.

7 citations

Journal Article
TL;DR: In this article, the authors call on policymakers to develop a new architecture for the use of information and communications technologies and provide a framework for leadership to transition to a next generation system for public safety communications.
Abstract: The suboptimal state of communications technology used by public safety agencies has emerged as a high profile political issue. In most cases, public safety agencies are able only to communicate using antiquated networks, engineered solely for providing voice communications and unable to interoperate beyond a select number of users. This type of system fails to provide the type of economies of scale, network flexibility, or the broader functionalities routinely used by the military and private sector enterprises. The challenge facing policymakers is thus how to develop a next generation architecture for public safety and spur adoption of a new set of technologies that provide far greater functionality than today's systems as well as interoperate with a broad array of organizations involved in emergency response. To change the culture and realities of public safety communications, this Article calls on policymakers to develop a new architecture for the use of information and communications technologies and provide a framework for leadership to transition to a next generation system for public safety communications. Such a culture change would include not only an embrace of new technologies, but a new framework for technology leadership - at the state or regional level - that spurs decisionmaking in a coordinated fashion (and not through ad hoc decisions by over 50,000 different local agencies). In short, this Article explains what new technologies can transform public safety communications and what intergovernmental relations strategy will be necessary to facilitate the implementation of such technologies.

7 citations

Journal ArticleDOI
TL;DR: In this paper, the transition from piece-rate to team-based production in a sewn-products plant was examined from the employees' point of view, and the new corporate culture was described as an open, participative environment built on trust where employees feel empowered to make decisions for the betterment of their team and the plant as a whole.
Abstract: Many manufacturers have implemented a participative, team‐based approach to remain competitive in this global arena. Numerous studies have extolled the competitive advantages of implementing this approach. Few studies, however, have examined employees’ perceptions of participative management. Therefore, the purpose of this study is to examine issues of culture change from the employees’ point of view by investigating the transition from piece rate to team‐based production in a sewn‐products plant. Using the case study approach, 16 in‐depth interviews were conducted, observations were made, and written documents were analyzed. Employees’ perceptions of their work environment prior to the transition, the transition itself, and the resulting new corporate culture are discussed. The new corporate culture is described as an open, participative environment built on trust where employees feel empowered to make decisions for the betterment of their team and the plant as a whole. Negative outcomes of the participative approach are also addressed.

7 citations

Journal ArticleDOI
TL;DR: In this article, the authors examined whether congruence exists between the organisational culture perceived to be evident at Compass, South Africa and the strategic objectives of the company and found that a difference in perception of the existing culture is evident between the CEO and the two employee groups.
Abstract: The aim of the present exploratory study was to examine whether congruence exists between the organisational culture perceived to be evident at Compass, South Africa and the strategic objectives of the company. Information from the administration of the Harrison and Stokes (1992) instrument to measure existing and preferred organisational culture orientations was obtained from a sample of 86 employees representing two employee groupings at the company. The findings indicate that a difference in perception of the existing culture is evident between the CEO and the two employee groups and that there is a lack of alignment of the culture with the strategic objective of the company. The findings further suggest that there is consensus among the employee groups about the preferred culture that would appear to support the company strategy. Recommendations with regard to developing an organisational culture to support company strategic intent relate to the development of a learning organisation and the role of leadership in driving culture change.

7 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202319
202239
202141
202052
201949
201857