Working with Culture

1988 ◽  
Vol 1 (2) ◽  
pp. 38-47 ◽  
Author(s):  
Craig C. Lundberg

Organizational culture determines much of what we can do as we attempt to manage change. Effective change strategies and interventional practices will both reflect culture and eventually modify it. Change occurs in and by culture. Change, therefore, must be culturally sensitive. Practitioners need to not only appreciate what organizational culture is and is not, but also to appreciate how alternative types of change are related to culture and the roles that can be performed. This is the thrust of this article.

2018 ◽  
Vol 32 (6) ◽  
pp. 679-688 ◽  
Author(s):  
Simone N. Rodda ◽  
Kathleen L. Bagot ◽  
Alison Cheetham ◽  
David C. Hodgins ◽  
Nerilee Hing ◽  
...  

2003 ◽  
Vol 2 (1-2) ◽  
pp. 11-34 ◽  
Author(s):  
Donald E. Gibson ◽  
Sigal G. Barsade

1988 ◽  
Vol 13 (4) ◽  
pp. 522-533 ◽  
Author(s):  
Alan L. Wilkins ◽  
W. Gibb Dyer

2005 ◽  
Vol 27 (4) ◽  
pp. 537-557 ◽  
Author(s):  
Suzana Braga Rodrigues

This paper addresses organizational culture change from a longitudinal perspective. It analyses how the organizational culture of a major Brazilian telecommunications company changed during its 27-year history from a condition of integration to one of fragmentation and then differentiation. The paper identifies the sources of these changes, paying particular attention to the role of institutional and political factors. Based on the empirical data, a framework for analysing the dynamics of culture change in organizations is proposed.


2008 ◽  
Vol 23 (6) ◽  
pp. 715-722 ◽  
Author(s):  
Ann H. Cottingham ◽  
Anthony L. Suchman ◽  
Debra K. Litzelman ◽  
Richard M. Frankel ◽  
David L. Mossbarger ◽  
...  

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