ABSTRACT
The term 'organizational culture' was introduced more systematically in organizational analysis at the end of the 1970s and beginning of the 1980s. It is understood that organizational culture can either facilitate or obstruct the possibility of implementing strategy and accomplishing change. Cultural change is part of a set of changes: in organizational structure, new ways of enforcing and monitoring behaviour, lay-offs or changes of people in key positions. Basic assumptions are seen as governing behaviour and organizational practices through more visible values and norms that are expressed in various organizational sub-systems as rituals, organization structure, leadership and management control systems. One view of cultural change is everyday reframing, which is mainly an informal, ongoing, culture-shaping agenda, involving pedagogical leadership in which an actor exercises a subtle influence through the renegotiation of meaning. Local initiatives are also frequently constrained by broader organizational culture as well as by relations of power.
