Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Organizational Culture: A ten Year, Two‐phase Study of Change in the UK Food Retailing Sector

Organizational Culture: A ten Year, Two‐phase Study of Change in the UK Food Retailing Sector 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

Organizational Culture: A ten Year, Two‐phase Study of Change in the UK Food Retailing Sector

Download PDF
34 pages

Loading next page...
 
/lp/wiley/organizational-culture-a-ten-year-two-phase-study-of-change-in-the-uk-OfXoY8DUbu

References (1)

Publisher
Wiley
Copyright
Copyright © 2002 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/1467-6486.00004
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Journal of Management Studies – Wiley

Published: Jul 1, 2002

There are no references for this article.