Academia.edu no longer supports Internet Explorer.
To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser.
2023
AI
The paper discusses the impact of organizational culture change on performance, highlighting the importance of strategic planning and management involvement in successful culture transformation. Various factors contributing to the effectiveness of culture change initiatives are explored, drawing insights from case studies of multiple organizations. The research emphasizes the necessity for employee buy-in and alignment of new cultural features with the organizational structure to drive performance improvements.
2005
As the pace of change continues, the ability of individuals to change their ways of working in order to incorporate new skills and knowledge becomes critical to individual and organisational success. The aim of this paper is to highlight the importance of culture change to the overall organisational change and development process, using a case study of a not-for-profit organisation. No other single factor was mentioned as often, or was reported to have had as much impact on the change efforts as the culture within the organisation. The findings reinforce the often espoused theory that providing a supportive and inclusive culture provides a sound foundation for organisational change.
Humanities Bulletin of Zaporizhzhe State Engineering Academy, 2019
The relevance of the research is manifested in the fact that organizational culture is an important and penetrating everywhere concept with regards to influence on organizational change programmes. Literature analysis shows that there is ambiguity in the assessment of organizational culture. A certain outcome of a cultural variable may have not the same effect on all organizational processes associated with management activity. (O'Donnell and Boyle, 2008). According to Melnick (2008), in order to gain a deeper understanding of the processes of management and management culture changes hapenning in the modern world, it is appropriate to evaluate contemporary management practices that reflect the effects of historically composed life modes and stereotypes that manifest themselves in management activities. The research aim: to discuss the factors and stages forming organizational culture development. Analysis of recent research and publications. Organizational culture is analyzed in various contexts. Organizational culture models and their components have been defined by Schein
Human Resource Management Journal, 1994
2005
2 Introduction and Invitation 4 Introducing myself and my inquiry 4 The field of 'organisational culture' 6 An invitation to organisational change practitioners and scholars 11
International Journal of Business and Globalisation, 2021
This study adopts a comprehensive approach of organisational culture, through the use of Schein's (2004) cultural model, to understand the complexities and nuances of the process of transferring both the most and the least visible aspects of culture from a multinational corporation (MNC) to its foreign subsidiaries. A single case study of a Mexican MNC is analysed through interviews with Human Resources executives and company documents. The findings show that the least visible aspects of organisational culture do shed light on the cultural model transfer and that the flexibility to change and/or adapt this model from headquarters (HQ) to the foreign subsidiaries is desirable to accomplish some level of cultural integration. MNCs need to involve managers and employees from HQ and foreign subsidiaries in the change and sense-making processes during the organisational culture transfer. Rigid attempts at imposing cultural mechanisms of control can increase the cost in terms of dealing with resistance.
European Journal of Business and Management, 2013
The Culture of an organization starts with the leadership of the organization. The culture of an organization is seen as a DNA that is not visible to the eye, but a very powerful tool that shapes what happens in an organization. Therefore, organizational culture is the personality of the organization. The main thrust of this paper examines how an organization can create, change and strengthen culture as it affects her performance. Furthermore, it examines how organizational culture dynamically creates structures and frameworks for the operations of an organization. This paper further suggests that it is central to comprehend the environmental setting of an organization in order to delineate the cultural standards, values and beliefs to implement. Employees with beliefs and values that are compatible with the organizations' culture must be recruited from the inception of an organization operation and throughout her life span. Organizations must inspire socialization and incorporation of individual employees' goals with the organizations' goals and objectives to sustain her culture. An organization's Management should implement the development of interconnecting culture through the use of unambiguous statements of single-mindedness, core values and cultural standards. Actively, top management should appraise various cultural elements, as this will help to manage and take necessary actions in strengthening culture.
Journal of Educational Change, 2011
Journal of Management Studies, 2002
This paper argues that much of the current motivation for the study of organizational culture is fuelled by research which finds an association between culture and performance as well as by studies which suggest that culture is comparatively easily changed. However, much of the research upon which these claims are based is largely firm-specific with little critical evaluation of industry macrocultures and the impact that such cultures may have on both the performance of individual firms and the management of organizational culture. Through assessing separate change programmes spaced ten years apart, this paper documents and analyses the similarities and differences in the rationale, form, substance and impacts of two separate culture change initiatives in the same macroculture spaced ten years apart. These analyses suggest a number of conclusions and implications for both theorists and practitioners. In particular, the study argues that researchers examining organizational culture should devote significantly greater attention towards studying the effects of sector or industry macrocultures.
The article The Nature and Causes of Change by Barbara Senior is particularly engaging to me because it highlights the importance of recognising limitations of the common sense approach to managing change especially for managers of the 21st century. Civilisation as we know it has seen an enormous amount of change - social, cultural, scientific, economic, political - and the 20th century alone saw a significant proportion of these transi¬tions, so much so that our ways of thinking and lifestyles are transforming faster than ever.
This is a research on the question “Does Culture play a significant role in Organisational Change?” This paper aims at giving a critical analysis on the subject matter “organisational change” (“an alteration of an organization’s environment, structure, culture, technology, or people” [Michael Crandall 2006]) and how much role culture (the collective programming of the human mind that distinguishes the members of one human group from those of another” [Hofstede 1981]) plays in organisational change. It aims to answer the question whether culture contributes a significant role in organisational change. It would also look at the impact of leadership on organisational change and the significance of leadership in organisational change. It would also show the correlation and catalyst effect of leadership on culture in making an organisational change. The research would then give an example of the role of culture in organisational change using the case study of Petro-Kazakhstan and China National Petroleum Corporation (CNPC) to illustrate the role of culture in organisational change. The paper would end with a conclusion and recommendation on the dissertation question, “Does culture play a significant role in organisational change?”
Human Resource Management Journal, 1998
Many researchers have observed that a major reason for the failure of organisational change efforts is that they ignore the relative strength of cultures (
The nature of a culture within an organisation is an intangible asset or liability to which the responsibility and control of culture is often sustained or changed in a top down manner. Developing and creating a new organisational culture or even to shift a current culture within an organisation often faces many barriers such as resistance to change, previous learned experience and an inability to shift structural processes and mind-set in line with the new organisation culture. The objective of the paper is to detail and roadmap how organisations can implement and sustain Organisation Culture change.
British Journal of Management, 1998
The aim of the research was to explore the existing organizational culture, which had affected performance and change management strategies despite acquisition of the company and new ownership. The current organizational performance and culture in place was not congruent enough to sustain the business which had changed hands. The study sought to find the right approach to managing cultural and performance change. Questionnaires and interview guides were used to ensure that all critical data pertaining to the study were captured. In addition deductive and inductive approaches were also used to ensure validity of research findings. The findings were that leadership is crucial in changing the way an organization should run after acquisition. The researchers made recommendations to ensure the organization's culture would promote satisfactory organizational performance and establish an effective monitoring and evaluation system.
Accelerating Organisation Culture Change, 2020
Culture is a term that is used regularly in workplace discussions. It is taken for granted that we understand what it means. The purpose of this paper is to identify and discuss some of the significant issues relating to the management of an organisation's culture. As organisational cultures are born within the context of broader cultural contexts such as national or ethic groupings, the paper will commence by defining 'culture' in the wider social context. This definition will subsequently form the basis for discussion of definitions of organisational culture and the paradigms and perspectives that underpin these. The paper will then discuss the issue of whether there is one dominant culture that typifies an organisation, or whether an organisation is really a collection or sub-set of loosely bound group identities. Finally, the paper identifies some implications for the management of culture management and change.
whose research investigating the dynamics of culture change initiatives we have drawn upon in producing these case studies. Improvement Agency for taking part in this study and for the assistance and support they provided to the research team.
Every organisation has something unique about the way it operates. It is that uniqueness that every other organisation uses as a mark of distinction in describing that organisation. The ways an organisation operates vis a vis, its beliefs, values and assumptions is what I have conceptualized as organisational culture. The culture of an organisation, to a very large extent, determines the performance of the individuals that work in that organisation and by extension, the organisational performance. This paper takes an in-depth review of the relationships between some organisational culture parameters and individual performance, organisational performance and sustainability. From the extant literature, it till stand to reason that organisations should focus on that aspects of their cultures that are positive in outlook and yield the greatest positive result in terms of organisational outcomes. On the other hand, they should do away with those aspects of their culture, which are not adding any value to their bottom-line. This study totally supports the evidence that managing your organisational culture effectively will lead to a higher organisational performance.
Loading Preview
Sorry, preview is currently unavailable. You can download the paper by clicking the button above.