These resources illustrate ways that Organizational Culture can influence change and transformation within organizations. Descriptions of resources can be viewed by hovering over the information icon.
Full-Text Links
Organizational Culture and Institutional Transformation2001. The purpose of the digest is to review the research on institutional transformation as it relates to institutional culture. The discussion of organizational culture's importance in institutional transformation is organized around three primary aspects of the change process: (1) readiness and responsiveness; (2) resistance to change; and (3) results of the transformation.
Driving Culture Transformation during large-scale change2013. Large-scale change efforts have a greater likelihood of success if the organizational culture, including individual values and beliefs, is aligned with the goals of the change effort. This article offers five core principles to guide culture change and improve the probability of successful transformation.
The key role of organizational culture in a multi-system view of technology-driven change2001. Organizations undergoing technology-driven change must understand that technology is only one of several inter-related components which drive organizational performance. A multi-system perspective of organizations highlights the interdependencies between an organization's technology, structure and culture and how these affect organizational processes and behaviors. Successful technological innovations require that either the technology be designed to fit the organization's current structure and culture or that the organizational structure and culture be reshaped to fit the demands of the new technology.
The Impact of Organizational Culture and Reshaping Capabilities on Change Implementation Success: The Mediating Role of Readiness for Change2005. It was hypothesized that employees’ perceptions of an organizational culture strong in human relations values and open systems values would be associated with heightened levels of readiness for change which, in turn, would be predictive of change implementation success. Similarly, it was predicted that reshaping capabilities would lead to change implementation success, via its effects on employees’ perceptions of readiness for change. Using a temporal research design, these propositions were tested for 67 employees working in a state government department who were about to undergo the implementation of a new end-user computing system in their workplace.
From a “Grand Story” to Multiple Narratives? Studying an Organizational Change Project1994. The study has origins in paradoxical foundations: although the trends in the theory of organizational change emphasize organizational uniqueness, in a case study it was found that metacultural ideals about the rules, order, hierarchy and predictability were privileged and had a remarkable effect on organizational change. It is suggested that metalevel “Grand Story”, hiding ideals about what is a “real” organization still exists strongly in the societal memory, and especially in circumstances of rapid change and financial problems of an enterprise this “Grand Story” easily grasps the uniqueness of that organization.
Organizational Culture: Assessment and Transformation2011. The stakeholder theory of management is founded on the belief that in order for an organization to contribute positively to society, organizational decision-makers should address four responsibilities, namely, economic, legal, moral and philanthropic. One distinguishing characteristic between organizations that contribute positively to society and those that do not is an ethical organizational culture. Thus, in order to assess, develop and transform an organizational culture, organizational decision-makers should be aware of and operationalize Schein's cultural elements' framework.
Leaders at East Thames are given room to grow: Development “journey” delivers a new organizational cultureThis paper examines an innovative leadership development program at East Thames, an English housing association group. It also explains how 40 senior managers were presented with, and learned lessons about, ideas on leadership. East Thames believes that the initiative has contributed to a real change in organizational culture, one that embraces both customer-oriented and commercial imperatives.
