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.

Reinvigorating the Struggling Organization The Unification of Schein's Oeuvre Into a Diagnostic Model

Abstract: With many scholars identifying organizational development and change as increasingly fragmented, it is time to push for coalescence by reuniting the field with its central principles. The work of Edgar Schein is used to derive a model that achieves this task by combining context, content, and process theories of change. This model also supports Schein's contribution to a growing body of knowledge based on the central tension between autonomy and structure. Integrating Schein's theories of career dynamics, process consultation, and culture change, along with the latter's subthemes of psychological safety and resocialization, this model contributes to the scientific body of knowledge by providing a guiding framework that uncovers the central tension as it permeates the context, content, and process of change. To provide practical validity, the model is used in a case study involving Unified Financial Services, a large financial services firm implementing a radical cultural change involving career development.

Resilience, culture change, and cancer risk reduction in a fire rescue organization: Clean gear as the new badge of honor

Abstract: Fire rescue organizations are central to community models of resilience, especially in the context of crisis. The ability of fire rescue organizations to fulfill their role relies on their ability to operate at full capacity; however, fire rescue services may face internal crises that require these organizations to be resilient in their own right. This study uses grounded theory drawing on concepts of organizational culture and resilience to show how one key partner in the community model of resilience (Palm Beach County Fire Rescue) is working to address their own crisis—an epidemic of cancer. Firefighters are engaging in behaviours to increase resilience by working towards cultural change to reduce cancer risk, using social capital to increase networks and expertise, and utilizing internal assets to enact change. Barriers to change include cultural practices, perceived threats to occupational practice, and logistics and resources to enact desired change. A model of risk reduction and resilience is advanced that explores how organizational culture and practice both support and undermine individual resilience and organizational resilience. Implications for communication and change efforts are explored.

Creating, Maintaining and Reinforcing a Customer Service Culture

Abstract: Customer service is now playing a vital role in every company′s attempt to improve the quality of its offering. Based on a number of real‐life projects carried out by the Marketing Improvements Group across many industry sectors, explores three main issues: why companies need a customer service culture; how to create and, more importantly, sustain the culture once developed; why having a good customer service culture is worth the time and resource investment. Also describes the process through which companies should go, in order to achieve a customer‐service culture change. These include: gaining the commitment of the whole company; the identification of the key issues; the establishment of causes; identifying how to change behaviour.

Leadership at the Top Some Insights from a Longitudinal Case Study of a UK Business School

Abstract: A UK business school was researched to record its history and to account for its development. The data collection and interpretation were influenced by the flexible and iterative nature of the methodology. Theories and concepts used to make sense of the findings include: open systems, force fields, and power. The focus is on strategic leadership, and two visual models are developed to identify the critical environmental and organizational variables that deans have to contend with in modifying the school/environmental fit. Three critical roles for deans are highlighted: determining the priorities to be followed in relation to an ongoing range of strategic dilemmas; supervising relationships with external stakeholders; managing culture change. The potential value of interspersing academic deans with those from business is identified.

The Language of Change: Finding Words to Define Culture Change in Long-Term Care

Abstract: Many senior living organizations are working to transform their institutional character into home and community. This undertaking amounts to a virtual cultural shift, known in the industry as culture change. Culture change is receiving growing popularity in the senior living industry; however the majority of organizations have yet to begin tackling this transformation. One of the contributions to this hesitancy may be that no universal explicit definition of culture change is accepted within the industry. This article, based on an extensive literature review, examines the current definitions within the culture change literature and proposes a new definition that may be helpful in understanding and undertaking this challenging holistic transformation.