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.
Papers published on a yearly basis
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Book•
01 Jan 1989
TL;DR: In this paper, the authors draw on wide-ranging research and the experiences of companies like Abbey National, BP Chemicals and Rank Xerox to reveal how culture change can help drive through significant improvements in performance, efficiency and profitability.
Abstract: Personnel professionalism requires directors and managers to keep fully abreast of current business strategy; this series aims to provide the tools for them to make a full contribution to organisational success. First published in 1989, this book draws on wide-ranging research and the experiences of companies like Abbey National, BP Chemicals and Rank Xerox to reveal how culture change can help drive through significant improvements in performance, efficiency and profitability. Strategic thinking is vital, but the core personnel skills - appraisal, communication, renumeration and training - also play a key role. This edition explains just why culture remains crucial and includes up-to-date case studies from The Royal Mail, McVitie's, Exxon UK and James Cropper plc.
210 citations
TL;DR: The authors developed a conceptual framework of cultural dimensions that has the potential to guide the understanding of culture in the context of engineering education to demonstrate "where we are" and "how to get where we want to go".
Abstract: Background
Calls for culture change as key to systemic reform in engineering education implicitly assume the existence of common elements of a distinctive culture. The landscape for engineering education studies that invoke the concept of culture is complex and multi-faceted, yet still ill-defined and incomplete.
Purpose (Hypothesis)
The aim of this study is to develop a conceptual framework of cultural dimensions that has the potential to guide the understanding of culture in the context of engineering education to demonstrate “where we are” and “how to get where we want to go.”
Design/Method
Ethnographic methods within an overarching interpretivist research paradigm were used to investigate the culture of engineering education as manifested in one institution. Adapting Schein's cultural framework, the data were collected and analyzed to distil from observable behaviors and practices the essence of the culture in the form of tacitly known cultural norms, shared assumptions, and understandings that underpinned the lived experience of staff and students.
Results
The findings are discussed within six cultural dimensions which emerged from the data as: An Engineering Way of Thinking, An Engineering Way of Doing, Being an Engineer, Acceptance of Difference, Relationships, and Relationship to the Environment.
Conclusions
The detailed findings from this study, combined with evidence from other studies, support the view that the proposed six dimensions have the potential to be transferred to other institutions as a practical tool for evaluating and positioning the culture of engineering education.
207 citations
Book•
03 Jun 1999
TL;DR: Strong cultures are the new old rule for business success values - the core of the culture heroes - the corporate right stuff rites and rituals - culture in action communications - working the cultural network Putting cultures into practice: corporate tribes - identifying the cultures diagnosis - learning to read cultures symbolic managers - managing the culture change - reshaping cultures cultures of the future - the atomized organization.
Abstract: Strong cultures - the new old rule for business success values - the core of the culture heroes - the corporate right stuff rites and rituals - culture in action communications - working the cultural network Putting cultures into practice: corporate tribes - identifying the cultures diagnosis - learning to read cultures symbolic managers - managing the culture change - reshaping cultures cultures of the future - the atomized organization
196 citations
TL;DR: In this article, the authors describe and analyse organisational culture interventions in four companies within a single industry and present an analysis of interventions in the hospitality industry and delineates four insights from this sector that are pertinent to the theory and practice of managing cultural change.
Abstract: Despite the widespread criticism of the culture management approach by respected academics, recent surveys indicate that managers are continuing to engage in planned cultural interventions. Indeed, reports demonstrate that managing organisational culture is one of the most popular forms of managerial intervention, with one survey concluding that over 90 per cent of organisations engage in planned cultural change. This study describes and analyses organisational culture interventions in four companies within a single industry. It argues that the conceptualisation of organisational culture and culture change should be differentiated in ways that recognise the significance of contextual factors. It presents an analysis of interventions in the hospitality industry and delineates four insights from this sector that are pertinent to the theory and practice of managing cultural change.
192 citations
Journal Article•
TL;DR: In this article, the leadership team of Home Depot employed a remarkable set of tools to change a company's social systems. But, they did not consider the long-term effects of these changes.
Abstract: Deep, lasting culture change requires an integrated approach that remodels a company's social systems. The leadership team of Home Depot employed a remarkable set of tools to do that.
187 citations