Can we alter behaviours without “culture change”?

2014 ◽  
Vol 30 (5) ◽  
pp. 37-39
Author(s):  
Colin Coulson-Thomas
Keyword(s):  
Corporate Culture ◽  
Culture Change ◽  
High Performance ◽  
Design Methodology ◽  
Cost Effective ◽  
Multiple Objectives ◽  
Performance Support ◽  
Content Type ◽  
Business Units ◽  
Practical Implications

Purpose – The purpose of the article is to share certain findings of a five-year investigation. Design/methodology/approach – It draws upon under-pinning research reports and analysis of early adoptions of what the evidence suggests is the most affordable route to high performance organisations. Findings – Many corporate culture change programmes are unnecessary if their purpose is to quickly change behaviours and can be problematic in organisations that need to embrace a diversity of cultures and a variety of approaches and behaviours across different functions and business units. Practical implications – Performance support can be a cost-effective way of changing behaviour, ensuring people remain current and competitive and delivering multiple objectives without requiring a change of culture or structure. Originality/value – The article suggests that a “new leadership” and shift of emphasis is required.

scholarly journals Learning and behaviour: addressing the culture change conundrum: part one

2015 ◽  
Vol 47 (3) ◽  
pp. 109-115
Author(s):  
Colin Joseph Coulson-Thomas
Keyword(s):  
Corporate Culture ◽  
Culture Change ◽  
High Performance ◽  
Work Groups ◽  
Cost Effective ◽  
Performance Support ◽  
Success Factor ◽  
Content Type ◽  
Business Units ◽  
Values And Beliefs

Purpose – Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five-year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives. Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions. Findings – The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders. Practical implications – Culture change is neither necessary nor desirable where there are quicker, practical and affordable ways of altering behaviours while organisational cultures remain unchanged. It might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as culture change and adopt a quick, focused and cost-effective alternative that can quickly deliver multiple benefits for people and organisations. Originality/value – This paper summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents and evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.

scholarly journals Learning and behaviour: addressing the culture change conundrum: part two

2015 ◽  
Vol 47 (4) ◽  
pp. 182-189
Author(s):  
Colin Coulson-Thomas
Keyword(s):  
Corporate Culture ◽  
Culture Change ◽  
High Performance ◽  
Work Groups ◽  
Cost Effective ◽  
Performance Support ◽  
Success Factor ◽  
Content Type ◽  
Business Units ◽  
Values And Beliefs

Purpose – Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives. Design/methodology/approach – A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions. Findings – The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders. Practical implications – Many general corporate culture change programmes, HR policies and associated training may be unnecessary and counter-productive if the aim is to quickly change specific behaviours in particular areas. They might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. Performance support which integrates learning and working can be a cost-effective way of changing behaviour, ensuring compliance, enabling people to innovate and remain current and competitive, and delivering multiple objectives without requiring a change of culture or structure. Originality/value – Summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents an evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.

Sustaining corporate culture in a world of hybrid work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Corporate Culture ◽  
Current Literature ◽  
Design Methodology ◽  
White Collar ◽  
Subjective Assessment ◽  
Social Implications ◽  
Content Type ◽  
The Subject ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to examine the challenges to sustaining corporate culture in a world of hybrid working. Design/methodology/approach This paper is a review of current literature on the impact of remote and hybrid working on white-collar employees. Findings There is little consensus on whether remote/hybrid working will harm or strengthen corporate culture. Research limitations/implications The viewpoint is a subjective assessment of a limited number of articles on the subject Practical implications It is not entirely clear how those responsible for corporate culture can act on the findings. Social implications In a world in which corporations are experiencing a shortage of talent, how they handle corporate culture will be increasingly important. Originality/value While much has been written on the impact of remote working, this viewpoint takes the original view that strong corporate cultures rely more on the attitudes and actions of individual employees that company programs or initiatives.

The use of hydroxyethyl cellulose as a transparent filling material in finishing polish

2018 ◽  
Vol 47 (4) ◽  
pp. 323-329 ◽  
Author(s):  
Jülide Erkmen
Keyword(s):  
Design Methodology ◽  
Cost Effective ◽  
Hydroxyethyl Cellulose ◽  
Filling Material ◽  
Limited Information ◽  
Content Type ◽  
Alkyd Resins ◽  
Volatile Organic ◽  
Water Saturated ◽  
Practical Implications

Purpose This study aims to propose a solution to decrease the environmental pollution caused by alkyd resins that harm the environment during their production and use. Design/methodology/approach A commercially produced polish formulation was used in the study. To reduce the use of this formulation in finishing polish, a water-saturated transparent solution of hydroxyethyl cellulose was used as a transparent filling material. Findings The use of hydroxyethyl cellulose at its optimum concentration in finishing polish only reduced the gloss by 0.027 per cent. The amount of alkyd was reduced by 24 per cent in weight. Research limitations/implications The literature contained highly limited information on this subject. No transparent filling material was found. Thus, no comparison can be made with other studies. Practical implications The results obtained from this study can help manufacturers in the polish industry to produce varnish in a more cost-effective and eco-friendly way. Originality/value Considerable amount of volatile organic compounds released into the atmosphere as a result of the use of solvent-based dye/varnishes in the woodworking industry alone proves the importance of water-based systems. The results of this study indicate both economic and environmental gain.

Your winning business model agenda: four questions to shape growth

2018 ◽  
Vol 46 (4) ◽  
pp. 21-27 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
High Performance ◽  
Design Methodology ◽  
Business Models ◽  
Scale Up ◽  
The Other ◽  
Content Type ◽  
Current State ◽  
Growth Planning ◽  
Practical Implications

Purpose Defines clear steps for growth planning that support answers to the crucial question: How and where are you planning to scale up the business and what talent do you need to implement this? Design/methodology/approach As the “Business model value matrix” shows, having ‘happy customers’ is only one determinant of a business model’s success. The other essential block of diagnostic questions deals with the current state and prospects of the firm’s growth. Findings We found that companies that have found ways to keep their business models in a winner’s state can provide clear, evidence-based answers to questions about growth opportunities and risks, while their less successful peers have difficulty addressing the issues. Continuous collecting and analyzing of this information allows successful companies to embrace the strategy-as-learning model of development, built around active learning and proactive adjustment to evolving environment. Practical implications To develop a strategy for moving to and sustaining the Winner state, managers must clearly articulate and test a set of hypotheses about the mechanisms of their company’s growth. The first step on this path is related to obtaining a clear view on the factors that underpin the current financial performance. Originality/value High-performance cultures make sure that each manager has the clear answers to the questions of value, growth and digitization in order to learn, experiment and implement the company business model agenda. The unproductive cultures, on the other hand, are sustained by managerial teams that usually do not have the answers to these crucial questions, but are very good at political games.

How absence can make the heart grow fonder

2019 ◽  
Vol 27 (6) ◽  
pp. 19-21
Keyword(s):  
Sense Of Belonging ◽  
Design Methodology ◽  
Reading Time ◽  
Cost Effective ◽  
Life Balance ◽  
Content Type ◽  
Team Members ◽  
Geographically Dispersed ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Using geographically-dispersed teams presents both opportunities and threats to firms. The option can be cost-effective and employees welcome the chance to operate more flexibly and achieve a better work-life balance. Separation of team members is an obvious problem but can be overcome through effective communication and building a sense of belonging that can generate perceptions of proximity. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Gaming the system

2020 ◽  
Vol 36 (5) ◽  
pp. 31-33
Keyword(s):  
Corporate Culture ◽  
Design Methodology ◽  
Feedback Loop ◽  
Reading Time ◽  
Service Development ◽  
Bottom Line ◽  
Content Type ◽  
Modern Business ◽  
Pertinent Information ◽  
Practical Implications

Purpose of this paper Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings One of the features of modern business is the increased involvement of customers in product and service development. Managers are consistently being told to engage with customers more and create a feedback loop so that what they develop can be enhanced. Articles in glossy executive magazines recommend this approach; product managers recommend this approach; it seems that any firm that did not include its users in enhancing its latest offering is doomed to failure. And yet, what evidence are there that such approaches actually benefit the bottom line? Like many developments in corporate culture previously, does the inclusion of customers in product development make sense, or is it simply another corporate fad? Practical implications Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. What is original/value of paper? The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Social ludic activities: a polymorphous form of organizational play

2014 ◽  
Vol 29 (5) ◽  
pp. 524-540 ◽  
Author(s):  
Martin Spraggon ◽  
Virginia Bodolica
Keyword(s):  
Organizational Climate ◽  
Corporate Culture ◽  
Design Methodology ◽  
Task Complexity ◽  
A Priori ◽  
Job Design ◽  
Management Style ◽  
Alternative Form ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to seek to contribute to the field of workplace play by introducing the notion of social ludic activities (SLAs) as a specific form of play in organizations. Design/methodology/approach – The conceptualization of SLAs is built upon insights from the practice and organizational play literatures. Findings – SLAs can be deployed not only for productively engaging with work but also as an instrument to resist authority, boycott work or challenge firm contingencies. The particular enactments of SLAs may be influenced by how employees perceive and interpret the organizational climate (i.e. corporate culture, management style, job design and task complexity, and intra-firm interactions) in which they are embedded. Practical implications – The recognition that emergent forms of play may be conducive to the generation of valuable outcomes without managerial intervention can save managers’ time and efforts required for dealing with potential employees’ resistance. Taking advantage from spontaneous manifestations of play implies understanding the logic of players and creating favorable corporate contexts for the emergence of SLAs rather than attempting to interfere in the natural experiences of flow. Originality/value – SLAs are conceived as an alternative form of organizational play that is a priori unselfconscious and emergent, inherits autotelic and rational dimensions from prior views of play, draws upon practice insights, and represents the employee perspective.

scholarly journals Branding “Halal”: application of a certain religious emotion to attract a specific customer segment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Sajjad Hosain
Keyword(s):  
Design Methodology ◽  
Cost Effective ◽  
Literature Survey ◽  
Market Segment ◽  
Content Type ◽  
Customer Segment ◽  
Food Market ◽  
Conceptual Paper ◽  
Islamic Values ◽  
Practical Implications

Purpose The main purpose of this conceptual paper is to identify and explain the technique of branding “Halal” as a marketing strategy to reach and capture a certain market segment (niche), particularly Muslims. Design/methodology/approach The approach of this paper is descriptive based on literature survey as well as the author’s own opinion, experience and judgment. Findings In many cases, particularly in food market, the term “Halal” is being used to attract the Muslim customers’ religious feelings rather than providing them cost-effective value products. Research limitations/implications The paper is expected to contribute to the theoretical base, as it focuses on the use of religious sentiments in marketing that is worth further research conduction. Practical implications The arguments of this paper can be used by the producers of “Halal” products in including certain features that might satisfy the demands of religious Muslims regarding food products. Social implications This paper can be contributive for the greater needs regarding societal and Islamic values. Originality/value This paper is one of the initial attempts to highlight the religious feelings to attract a specific market segment.

Threshold capability development in intensive mode business units

2016 ◽  
Vol 58 (5) ◽  
pp. 521-539 ◽  
Author(s):  
Stuart Crispin ◽  
Phil Hancock ◽  
Sally Amanda Male ◽  
Caroline Baillie ◽  
Cara MacNish ◽  
...  
Keyword(s):  
Student Perceptions ◽  
Design Methodology ◽  
Student Understanding ◽  
Threshold Concepts ◽  
Capability Development ◽  
Content Type ◽  
Business Units ◽  
Two Phases ◽  
Practical Implications ◽  
Potential Threshold

Purpose – The purpose of this paper is to explore: student perceptions of threshold concepts and capabilities in postgraduate business education, and the potential impacts of intensive modes of teaching on student understanding of threshold concepts and development of threshold capabilities. Design/methodology/approach – The student experience of learning was studied in two business units: strategic management, and accounting. The method involved two phases. In the first, students and unit coordinators identified and justified potential threshold concepts and capabilities. In the second, themes were rationalized. Findings – Significantly more so in intensive mode, the opportunity to ask questions was reported by student participants to support their development of the nominated threshold capabilities. This and other factors reported by students to support their learning in intensive mode are consistent with supporting students to traverse the liminal space within the limited time available in intensive mode. Research limitations/implications – Respondents from future cohorts will address the small participant numbers. Studies in only two units are reported. Studies in other disciplines are presented elsewhere. Practical implications – The findings will be important to educators using intensive mode teaching in business, and researchers working within the framework. Originality/value – This is the first study to explore the potential impacts of intensive modes of teaching on student understanding of threshold concepts and development of threshold capabilities.

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