scholarly journals The influence of organizational culture on organizational preferences towards the choice of organizational change strategy

2012 ◽  
Vol 57 (193) ◽  
pp. 25-51 ◽  
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Causal Relationship ◽  
Change Process ◽  
Change Strategies ◽  
Organizational Cultures ◽  
Change Strategy ◽  
Distribution Of Power ◽  
The Way

Organizational culture, through its assumptions, values, norms and symbols, determines the way in which the members of an organization perceive and interpret the reality within and around their organization, as well as the way they behave in that reality. For this reason we may assume that organizational culture has an impact on the way in which an organization changes, and that matching of organizational culture and change strategy will improve the efficiency of the change process. In this paper specific hypotheses about the causal relationship between certain types of organizational culture and certain change strategies are formulated. Types of organizational culture are differentiated according to Handy?s and Trompenaars? classifications. Organizational change strategies have been differentiated according to previous work of Chin & Benne but one more strategy has been added. Classifications of both the organizational cultures and of the organizational change strategies are based on the same criteria of differentiation: distribution of power in an organization and orientation toward relationships or tasks. For this reason it is possible to formulate hypotheses about the causal relationship between certain types of organizational cultures and certain types of organizational change strategies. Thus, eight hypotheses are formulated in this paper, relating particular change strategies with particular types of organizational culture.

Crisis as change strategy in public organizations

2008 ◽  
Vol 74 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Claude Rochet ◽  
Olivier Keramidas ◽  
Lugdivine Bout
Keyword(s):  
Organizational Change ◽  
Performance Evaluation ◽  
Public Sector ◽  
Case Studies ◽  
Public Organizations ◽  
Change Strategies ◽  
Change Strategy ◽  
The Public ◽  
The Common ◽  
Common Vision

According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. Then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. Points for practitioners The public sector is commonly said to be change-resistant. Through case studies we prove this opinion to be false and that change aptitudes are identical to other organizations. We emphasize crises that provide particular opportunities that allow us to offset the absence of performance evaluation and the lack of feedback from the market, and we underline possible change strategies.

scholarly journals The Sustainable Links of Development between Leadership and Organizational Cultures

2019 ◽  
Vol 8 (2) ◽  
pp. 45
Author(s):  
Rahil ASADI
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Organizational Cultures ◽  
Societal Culture ◽  
Operation And Maintenance ◽  
The Future ◽  
Different Dimensions ◽  
The Relationship ◽  
Future Path ◽  
The Way

Leadership performances develops closely connected to the institutional behaviour and societal culture given the permanent trends to implement changes to update standards according to existing norms and rigors existing in any company. The styles adopted in managing or leading the activities influences the tasks’ achievement, the future path to take and the way success is understood, accepted, shared and disseminated. Nowadays, companies face compulsory the influences of more cultures, given the temptation of delocalisation, the curiosity of working with immigrants, the advantages provided in different situations of accepting a higher exposure of leader to different sides of performance, different dimensions of market and financial profits, new behaviours in managing the employees. Starting from this idea, the purpose of this study is to identify and enquire into the hidden dimensions of organizational culture and how the leadership style impacts the strategic developing and let effective relations spring out.The research is built on a survey based on designed questioner applied to 550 leaders and employees, members of the operation and Maintenance Company of MAPNA (Q&M) in Iran. Data collected refers to MLQ leadership style and Denison's Organizational Culture Questionnaire, and the responses received were analysed with SPSS and Smart Plus software. The findings reveal that the relationship between the leadership style and the organizational culture are strongly linked to each other. Therefore, those leaders able to change and accept to use a transformational style will assist the company to move forward faster that those who adopt and keep the transactional style as the single one to prove important.

scholarly journals STRATEGI KOMUNIKASI PENYEBARAN PESAN PERUBAHAN PADA PT. PERTANI (PERSERO)

2019 ◽  
Vol 3 (1) ◽  
pp. 23
Author(s):  
Elda Clara Sophia ◽  
Lilyana Aprianty
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Board Of Directors ◽  
Change Process ◽  
Work Environments ◽  
Organizational Changes ◽  
Board Meeting ◽  
Descriptive Research ◽  
Depth Interview ◽  
Qualitative Descriptive

Organizational culture is a belief, custom, value which exist in an organization in order to differ one organization and the other. Affairs in organizational culture unwittingly manage attitudes and behaviors of the organizational doers that its practice affects to the work environments. This research discusses about the practice of organizational culture values that are applied by PT Pertani (Persero) as one of Indonesian State Owned Enterprises after there were changes in Board of Directors. This research aims to find out the organizational change and the distribution of order changes along with the practice of organizational culture values in PT Pertani (Persero). Researcher uses the theory of organizational communication which focuses on organizational change and organizational culture. This is a qualitative descriptive research using the method of in-depth interview and observation. The result of this research is planned organizational changes found in PT Pertani (Persero) with the distribution of change process through tell and sell method in board meeting once a week, identify and reply by involving employees to create the concept of change for company development, and withold and uphold which is electing important information done by management to be distributed to all employees. After committing organizational changes, the practice of organizational culture values in PT Pertani (Persero) is performed based on Board of Directors' instructions which consist of enforcement of new regulations and a more disciplined and assertive way of working as well as advancing employees' rights in a form of income increase.    

A Reactive Culture

2018 ◽  
Author(s):  
Heidi Hardt
Keyword(s):  
Organizational Culture ◽  
Learning Processes ◽  
Formal Learning ◽  
Memory Development ◽  
Key Characteristics ◽  
Institutional Memory ◽  
The Way

Chapter 7 explains why NATO’s institutional memory continues to develop in the way that it does – despite formal learning processes being underutilized. Findings in this chapter draw on the author’s survey-based interviews with 120 NATO elites. The chapter begins by arguing that NATO’s organizational culture locks-in elites’ preference for relying on informal processes and avoiding formal processes. Key characteristics of NATO’s culture posed challenges for identifying and reporting strategic errors. The organization’s norm of consensus made formal agreements on past strategic errors difficult. Moreover, NATO’s focus on reaction over retrospection and a broader culture of blame aversion provided elites with little incentive to break the tradition of reliance on informal processes for memory development. Elites described feeling continuous pressure to react to the crisis at hand and treat past crises as unique – leaving little reason to invest in learning from past failures.

A Fitting Solution

2018 ◽  
Author(s):  
Kaori Kashimura ◽  
Takafumi Kawasaki Jr. ◽  
Nozomi Ikeya ◽  
Dave Randall
Keyword(s):  
Organizational Change ◽  
Power Plant ◽  
Augmented Reality ◽  
Real World ◽  
Work Practices ◽  
Plant Construction ◽  
Tightly Coupled ◽  
Complex Scenario ◽  
The Relationship ◽  
The Way

This chapter provides an ethnography of a complex scenario involving the construction of a power plant and, in so doing, tries to show the importance of a practice-based approach to the problem of technical and organizational change. The chapter reports on fieldwork conducted in a highly complex and tightly coupled environment: power plant construction. The ethnography describes work practices on three different sites and describes and analyses their interlocking dependencies, showing the difficulties encountered at each location and the way in which the delays that result cascade through the different sites. It goes on to describe some technological solutions that are associated with augmented reality and that are being designed in response to the insights gained from the fieldwork. The chapter also reflects more generally on the relationship between fieldwork and design in real-world contexts.

How Do Public Service Professionals Behave in Risky Situations? The Importance of Organizational Culture

2021 ◽  
pp. 027507402110103
Author(s):  
Emily Rose Tangsgaard
Keyword(s):  
Organizational Culture ◽  
Risk Perception ◽  
Public Service ◽  
Health Professionals ◽  
Organizational Cultures ◽  
Negative Consequences ◽  
Seeking Behavior ◽  
Subsequent Behavior ◽  
Hospital Wards

Many situations in public service delivery are characterized by uncertainty about the potential negative consequences following decisions. These risky situations make the behavior of frontline professionals particularly important. But what shapes the risk perception and subsequent behavior of frontline professionals in risky situations? This article explores the idea that organizational culture provides part of the answer. To examine this, a comprehensive qualitative study with participant observations and interviews at five public hospital wards was conducted. The findings demonstrate the importance of organizational culture on risk perception and behavior in risky situations. Basic cultural assumptions related to professional discussion, administering medicine, grading of adverse events, and prioritizing follow-up activities matter to behavior in risky situations. In organizational cultures with high levels of trust and dialogue about decision-making, the health professionals rely on each other and ask for second opinions, when making decisions in risky situations. Conversely, in organizational cultures with little trust and professional discussion, the health professionals are less likely to ask for second opinions and follow up on risky situations, which increases the possibility of unintended, negative consequences. In this way, organizational culture can be a driver of risk-reducing and risk-seeking behavior among frontline professionals.

Contesting the dominant narrative: expanding the multistory cultural change approach

2020 ◽  
Vol 33 (2) ◽  
pp. 217-228
Author(s):  
Martijn van Ooijen ◽  
Antonie van Nistelrooij ◽  
Marcel Veenswijk
Keyword(s):  
Organizational Culture ◽  
Cultural Change ◽  
Change Process ◽  
Design Methodology ◽  
Construction Safety ◽  
Change Processes ◽  
Research Approach ◽  
Organizational Field ◽  
Content Type

PurposeThe purpose of this paper is to expand the theory on multistory cultural change by showing how a dominant narrative on construction safety dynamically interrelates and is contested on multiple intertextual levels in an organizational field of organizations contributing to the recovery of houses in an earthquake region.Design/methodology/approachAn ethnoventionist research approach was adopted in which interpretation of data to find narratives and designing interventions went hand-in-hand.FindingsWe found four distinctive composite narratives besides the dominant narrative to which five actors refer in their accounts, thereby contributing to three types of story patterns. These narratives disclose the taken-for-granted ideas and beliefs that characterize the challenge of changing organizational culture. One intervention, which intended multiple stories to touch the surface, was highlighted as a multistory intervention.Research limitations/implicationsFurther research could extend the knowledge on other change interventions that contribute to multistory cultural change processes.Originality/valueAdopting an ethnoventionist approach to provide deep insights on an unfolding cultural change process for both scholars and practitioners.

Militaries’ Organizational Cultures in a Globalizing World

2021 ◽  
Author(s):  
Joseph Soeters
Keyword(s):  
World War Ii ◽  
Large Scale ◽  
National Level ◽  
Work Organization ◽  
Armed Forces ◽  
Strategic Decision ◽  
Organizational Cultures ◽  
Military Organizations ◽  
Globalizing World ◽  
The Way

Organizational cultures in military organizations consist of symbols, practices, habits, hidden assumptions, and beliefs about what needs to be done, and what is appropriate and what is not, before, during, and after operations. Generally speaking, organizational cultures in military institutions are similar to those in any other work organization. Upon closer examination, however, it appears that the military’s 24/7, communal life outside society, its emphasis on hierarchy and discipline, and in particular its license to use large-scale force make it different. Relatedly, the way in which the military’s organizational cultures are created and recreated has aspects and emphases that are less common in conventional work organizations. Recruiting and socialization patterns of new organizational members in the military have been studied frequently because they are so distinctive in the armed forces. Military organizational cultures are not identical worldwide. Military organizations differ internationally, as military organizations are still strongly connected to their national backgrounds, including the languages, legal regimes, political atmospheres, and general ways of living in the many nations across the globe. National societies and their histories shape military organizational cultures in multiple ways. Dramatic experiences at the national level, for instance during World War II, may lead to a continuation or, just the opposite, the disruption of armed forces’ organizational cultures. Yet despite the differences, something of a world culture impacting on the use of force seems to emerge as well. In an era when international alliances carry out most missions, different national backgrounds influence strategic decision making and the way operations are conducted. Most of the time, national armed forces operate separately, in their own area (or time) of operations, sometimes guiding troops from smaller and less wealthy partnering nations. The coordination of actions between the various areas of operation is generally not very well elaborated. This applies not only to combat operations but also to peace missions. A full integration of national armed forces, such as in a United Nations security force or a European army, is an ideal that some may dream of, but it is still far from reality. The greatest degree of integration is likely to be found in international headquarters.

Stakeholder Model of Change

2021 ◽  
pp. 249-274
Author(s):  
Laurie Lewis
Keyword(s):  
Organizational Change ◽  
Critical Theory ◽  
Organization Development ◽  
Macro Level ◽  
Change Strategies ◽  
Competing Interests ◽  
The Future ◽  
Challenges And Opportunities ◽  
Phenomenological Perspective ◽  
Stakeholder Model

This chapter explores the various ways in which opposing and/or contradictory entities unfold and play out with regard to change in organizations. This is undertaken from two different viewpoints. First, from a micro-phenomenological perspective it examines how insights derived from critical theory and other critical traditions have influenced the development of change strategies, interventions, and techniques. Second, at a more macro-level, it explores the extent to which particular schools of thought with regard to organizational change and organization development (OD) have embraced and/or resisted, the inevitable and unavoidable critical challenges and opportunities presented by opposing agents, competing interests, conflicting entities, and contrasting meanings in organizations. The chapter concludes by discussing the scope for, and possible directions of, critical change scholarship and practice in the future.

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