Going against the national cultural grain: A longitudinal case study of organizational culture change in Turkish higher education

Purpose The construction industry has struggled with efficiency issues for decades. Organizational culture is identified as one of the biggest hindrances for the enhancement of efficiency in a highly labor-intensive sector such as construction. Based on recent academic studies, Finnish construction industry professionals would embrace clan and adhocracy culture features to achieve a better level of construction efficiency. The purpose of this paper is to investigate the promoters and the barriers for making the desired culture change happen in the case company. Design/methodology/approach The paper presents a semi-structured theme interview case study, including 12 in-depth interviews. The interviews were recorded, and later, transcribed into text, which forms the empirical data of this paper. Findings The Finnish construction industry must adopt a holistic approach to enhance its prevailing level of efficiency through the culture change. Basic learning and knowledge management processes seem to be missing from the industry and organizational levels. Better knowledge management in the case company would be the first step to start fixing this problem. Research limitations/implications Because of the nature of a case study, the research results can be generalized only with caution in the Finnish construction industry. Generalizing the findings in another country would require further studies in a different cultural environment, e.g. in another European country. Practical implications The paper includes implications for the development of the organizational culture on the Finnish construction industry level and on an organizational level. Originality/value The found influencers are discussed through Engeström’s activity model for the first time in the construction culture context.

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A case study of organizational culture change in a hospital

10.32469/10355/46944 ◽

2015 ◽

Author(s):

◽

Whitley Walker Vale

Keyword(s):

Organizational Culture ◽

Policy Analysis ◽

Cultural Change ◽

Culture Change ◽

Organizational Structures ◽

University Of Missouri ◽

Organizational Culture Change ◽

The University ◽

The Empirical Analysis

[ACCESS RESTRICTED TO THE UNIVERSITY OF MISSOURI AT AUTHOR'S REQUEST.] This dissertation presents a case study that describes and analyzes the organizational culture change that occurred at a hospital over a period of time (i.e., about 12 years, from 1993 through 2004). Qualitative data from five sources -- questionnaires, interviews, focus groups, observations, and documents -- was analyzed by applying the 'transformation of intentions model' for policy analysis. This dissertation proposes that this sociological model is a theoretical framework that is conceptually applicable to the empirical analysis of organizational culture change. The application of the 'transformation of intentions model' of policy analysis to the analysis of organizational cultural change resulted in a detailed description of the organizational structures and processes that were essential to the organizational culture change at the hospital. The analysis revealed a pattern in the transformation of intentions at the hospital. More specifically, it was revealed that the organizational culture change at the hospital was 'top-down' -- administratively led -- change initiated in response to interorganizational directives -- specifically, policy changes by the healthcare organization that managed the hospital.

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The False Promise of Organizational Culture Change: A Case Study of Middle Managers in Grocery Retailing*

Journal of Management Studies ◽

10.1111/1467-6486.00375 ◽

2003 ◽

Vol 40 (5) ◽

pp. 1151-1178 ◽

Cited By ~ 80

Author(s):

Emmanuel Ogbonna ◽

Barry Wilkinson

Keyword(s):

Organizational Culture ◽

Culture Change ◽

Middle Managers ◽

Grocery Retailing ◽

Organizational Culture Change

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Mounting the New Guard: The Golden Rule as a Basis for Organizational Culture Change in Response to Challenges in Academia

Advances in Developing Human Resources ◽

10.1177/1523422319886298 ◽

2020 ◽

Vol 22 (1) ◽

pp. 102-112

Author(s):

Tomika W. Greer ◽

Brad Shuck

Keyword(s):

Higher Education ◽

Organizational Culture ◽

Culture Change ◽

Rapid Evolution ◽

Golden Rule ◽

Organizational Leaders ◽

Academic Institutions ◽

Organizational Culture Change ◽

Intentional Strategies

The Problem The landscape of higher education is undergoing rapid evolution. Changes in demographics, scope of faculty responsibilities, expectations of productivity, and technology lead this evolution. Intentional strategies are required for navigating this new landscape. The Solution We advocate for contextually and historically sensitive organizational culture changes in response to the changing nature and experiences in higher education. The organizational culture changes are predicated on valuing, embracing, and encouraging unique and forward-thinking perspectives in academia. The Stakeholders The primary audience includes faculty and organizational leaders in higher education who are urged to actively participate in the organizational culture changes that are deemed necessary for continued vitality and relevance of academic institutions.

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Erratum to: Enhancing the Informal Curriculum of a Medical School: A Case Study in Organizational Culture Change

Journal of General Internal Medicine ◽

10.1007/s11606-010-1577-5 ◽

2010 ◽

Vol 26 (3) ◽

pp. 352-352

Author(s):

Ann H. Cottingham ◽

Anthony L. Suchman ◽

Debra K. Litzelman ◽

Richard M. Frankel ◽

David L. Mossbarger ◽

...

Keyword(s):

Organizational Culture ◽

Medical School ◽

Culture Change ◽

Informal Curriculum ◽

Organizational Culture Change

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Is culture change a fad? Driving business results at Penna, ten years on

Strategic HR Review ◽

10.1108/shr-01-2014-0007 ◽

2014 ◽

Vol 13 (3) ◽

pp. 123-126

Author(s):

Bev White ◽

Gary Browning ◽

Javier Bajer

Keyword(s):

Culture Change ◽

Design Methodology ◽

Organizational Context ◽

Longitudinal Case Study ◽

Content Type ◽

Business Results ◽

Sustainable Culture ◽

Systemic Interventions ◽

Successful Business

Purpose – Ten years ago Penna, the global HR services group, needed a radical business and culture re-invention if it was to survive. This article aims to tell the story behind Penna's journey and describe how a sustainable culture change intervention became the cornerstone of a successful business. Design/methodology/approach – This case study is the result of an initial ethnographical research followed by concrete and systemic interventions. Findings – The case study identifies four elements that sustained the business impact of a culture change program over a significant period of time. Originality/value – This longitudinal case study follows a culture change program in an organizational context over a period of ten years.

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