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.

Is it Just Me? Exploring Perceptions of Organizational Culture Change

Abstract: A review of the literature on organizational culture change suggests that the field might benefit from studies combining both etic (researcher) and emic (employee) perspectives to examine individuals’ views regarding how and why their culture has changed. This paper seeks to deepen researchers’ knowledge of how individuals perceive organizational culture change by undertaking a two-part study within an organization that has undergone planned cultural change initiatives. More specifically survey (i.e. etic view) data and interview (i.e. emic view) data are used to explore: (1) factors associated with (a) whether an individual will perceive that culture change has occurred, and (b) whether they categorize this change as for the better, for the worse or one that could not be categorized using these two labels; and (2) individuals’ rationales for why the culture has changed. The findings are mixed regarding the extent to which they support or refute existing research on organizational culture change.

The negative consequences of culture change management: Evidence from a UK NHS ambulance service

Abstract: Purpose – The purpose of this paper is to analyse the culture change management programme in one UK NHS ambulance service, documenting various perverse consequences of the change management and suggest further research implications. Design/methodology/approach – The paper reviews the literature on “culture” and “culture change” and identifies several perverse consequences of a culture change management programme through an in-depth case study analysis, based on interviews with trust staff and policy experts along with non-participant observation. Study was given ethical approval by the local NHS research ethics committee. Findings – Significant negative consequences of the culture change management programme in the ambulance service are systematically documented. The paper argues that any worthwhile study of organisational culture change management must take into account the perverse consequences of such a process and its overall impact on employees. Research limitations/implications – These findings come...

Climbing the Educational Mountain: A Metaphor for Real Culture Change for Indigenous Students in Remote Schools

Abstract: The history of remote school education in the Northern Territory can best be summarised as years of lost opportunities, pedagogies of discrimination, and diminished lives for those parents and children who trusted and responded to the government's invitation to come to school. From late 2001 to 2005 historic educational change occurred in the remote Community Education Centre of Kalkaringi and Daguragu in the Northern Territory, the site for the delivery of the Northern Territory's first Year 12 Indigenous graduates studying in their own community school. At the heart of the historic achievement was a radical change in thinking about education for Indigenous students. This paper discusses some of the policy parameters and educational circumstances that prevented significant change in the delivery model of education for the Community Education Centres in addition to a conceptualisation of how that school circumvented the policy parameters and instituted real change from the ground up. The paper examines, through a critical lens, the nature of the culture change that was crafted and built upon within Kalkaringi School and its communities, despite an initial and significant sense of powerlessness felt by families and to some extent the teachers and principal within the school. Through the development and embrace of a metaphor of possibility and hope - the challenge of climbing the educational mountain formed the foundation for a dedicated and committed enactment of an equitable educational entitlement for remote Indigenous students.

Creating a more supportive and inclusive university culture: a mixed-methods interdisciplinary comparative analysis of medical and social sciences at the University of Oxford

Abstract: Results of two C-Change surveys of 4997 faculty and staff in medical and social sciences are analysed quantitatively and qualitatively and presented with illustrative quotations giving voice to cri...

Speak! Paradoxical Effects of a Managerial Culture of ‘Speaking Up’

Abstract: We explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary. A culture change initiative, emphasizing learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something ‘beneficial for the organization’. We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient. Telling people to ‘speak up!’ may render paradoxical tensions salient and even foster a sense of low PsySafe.