ABSTRACT

How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it?

In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects.

This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com.

Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.

part 1|56 pages

Perspectives on organizational and cultural change

chapter 1|11 pages

Introduction

chapter 2|26 pages

Organizational change

chapter 3|17 pages

Organizational culture and change

part 2|49 pages

Change work in practice – a close-up study

chapter 4|7 pages

The case – and how we studied it

chapter 5|21 pages

A cultural change project I

Background, objectives and design

chapter 6|19 pages

A cultural change project II

Implementation, reception and outcomes

part 3|36 pages

Crucial issues in cultural change work

chapter 7|11 pages

‘It is not so damn easy’

Lack of consistency and expressiveness in cultural change work

chapter 8|11 pages

Disconnected work

Cultural change efforts decoupled

chapter 9|12 pages

Hyperculture

part 4|54 pages

Getting into the substance of organizational change work

chapter 11|17 pages

Working with change