ABSTRACT
This chapter explores the process of culture transformation using a cross-case perspective. It reports the experience of four British organizations Jaguar Cars, British Nuclear Fuels Ltd (BNFL), British Airways (BA) and British Airports Authority (BAA) during major change in their traditional organizational values. The chapter addresses the roles of leaders and human resource practices, in particular managerial career systems, in facilitating the process of change from a bureaucratic to an entrepreneurial culture. The impact of human resources management (HRM) practices, specifically reward systems and management development, in facilitating culture-change processes within organizations, has been identified by management and consultants as relevant to facilitating the emergence of new management and employees' behaviour within an organization. Jaguar's top executives were gradually recognizing the strong links that exist between corporate culture and HRM. As in BNFL but unlike Jaguar and BA, managers in BAA seem to be aware that different subcultures require different managerial profiles.
