ABSTRACT
A vast amount of information has been collated over the decades on the broad subjects of organisations and organisational behaviour (Bellot, 2011; Kotter and Heskett, 1992; Peters and Waterman, 1982), and much attention has been given to the importance of communication as a management tool for improving performance (Glisson, 2007; Michie and West, 2004; Braithwaite, 2005; Sanchez, 1997). According to Schein (2004: xi), organisational culture as a concept has now ‘ … come of age … ’ and whilst it is relatively easy to observe what happens in organisations it is only when we try to decipher why such things happen, that culture really ‘ … comes into its own’.
