Changing Organizational Culture

How do people react to significant organizational change? Do we see ourselves as helping change to come about, or allowing change to happen around us? How can we adapt more easily to change?

Based around an illuminating extended case-study, this important text uncovers the reality of organizational change. From planning and inception to project management and engagement, this book explores the views and reactions of various stakeholders undergoing real-life change processes. Drawing on theories of organizational culture, it helps us to understand how organizations can promote change without alienating the people needed to implement it.

Changing Organizational Culture represents an original and timely addition to the literature on organizational change. It is vital reading for all students, researchers and practitioners working in organizational theory and behaviour, change management and HRM.

1. Introduction, Chapter 2 Organizational change, Chapter 3. Organizational culture and change, Chapter 4. The case – and how we studied it, Chapter 5. A cultural change project I: background, objectives and design, Chapter 6. A cultural change project II: implementation, reception and outcomes, Chapter 7. ‘It is not so damn easy’ – lack of consistence and expressiveness in cultural change work, Chapter 8. Disconnected work: Cultural change efforts discoupled, Chapter 9. Hyperculture, Chapter 10. Working with culture vs culture working on change workers?, Chapter 11. Working with change, Chapter 12. Lessons for cultural change actors and others