ABSTRACT
Once the cultural values and other core concepts of the corporation are formulated, the next stage is to implement them throughout the firm. In theory, if the process of formulating these values has been a truly collaborative venture involving as many employees as possible, it should not be difficult to enlist these same employees to publicize the new values and embody them in their own behavior (Zhang and Pan 2007: 134–35). Realistically, however, in any large organization there will be major swaths of the workforce who remain unaware of and uninterested in the cultural change program happening in their midst. Or they may simply retain a different vision of the firm’s values based on a prior economic model such as worker socialism. This means that the firm’s management will have to undertake a large-scale, ongoing campaign to propagate the new version of the firm’s values as widely as possible, and even more important, to get as many employees as possible to internalize those values and manifest them in their speech and behavior. This is where promotional techniques come into the picture.
