ABSTRACT
This chapter analyses the changes in managerial behaviour that occurred as a result of different corporate values being introduced at Xerox worldwide during the 1990s. The process of organizational culture change is explores by examining the role of top leaders and their strategy for transforming employees' ways of thinking and behaving in day-to-day working life. The Xerox Corporation was established in the USA in 1959 with the introduction of the X914, the first plain-paper copier which was based on a new technology xerography. It explores the process of cultural transformation from bureaucracy and inertia to innovation experienced by Xerox do Brazil (XBRA) when facing increased demands arising primarily from the national liberalization process and increased competition in the industry. The strategy for culture change aims to overcome the inertia and bureaucracy created by the monopoly' situation experienced by the firm during the military period.
