A measurement-communication-recognition framework of corporate culture change: An empirical study

2002 ◽  
Vol 12 (4) ◽  
pp. 365-382 ◽  
Author(s):  
Kwai-Sang Chin ◽  
Kit-Fai Pun ◽  
Andrew S. K. Ho ◽  
Henry Lau
Keyword(s):  
Empirical Study ◽  
Corporate Culture ◽  
Culture Change

Improving the Role of Organisational Culture in Change Management through a Systems Approach

2015 ◽  
pp. 230-271
Author(s):  
N. Gökhan Torlak
Keyword(s):  
Change Management ◽  
Corporate Culture ◽  
Culture Change ◽  
Systems Approach ◽  
Soft Systems Methodology ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Systems Methodology ◽  
Soft Systems

The chapter assumes organisational culture, which is most valuable resource of organisation, cannot often be treated coherently by managers in change management that ultimately leads to ineffectiveness and failure. In order to make organisational culture a powerful managerial instrument in change management resulting in high organisational performance the chapter proceeds through the following sequence. At first, it elaborates chief characteristics of organisational culture in order to underline its value; secondly, portrays significance of interpreting and managing organisational milieu; thirdly, emphasises necessity and difficulty of organisational culture change; and then offers a systems approach called two strands model of soft systems methodology to improve the effect of corporate culture on organisational performance. The last part describes the methodology in depth and shows how it is applied to a private hospital that generates its improved version dealing with the major issue of open, full and equal participation in organisational culture change management.

Evolving corporate culture: Microsoft's culture change

2007 ◽  
Author(s):  
Kathleen Suckow Zimberg ◽  
John Hunthausen ◽  
Scott M. Brooks
Keyword(s):  
Corporate Culture ◽  
Culture Change
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