Changing Organizational Culture

Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. This book encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes.

How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design to implementation and how organizational members should approach change projects. This updated and enhanced third edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and it includes one empirical study which uses the authors' own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power, identity and storytelling. Changing Organizational Culture is vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.

Autorentext

Mats Alvesson is Professor of Organization Studies at University of Bath, UK and Business Administration at Lund University, Sweden.

Stefan Sveningsson is Professor of Business Administration at Lund University, Sweden.

Inhalt

1) Introduction 2) Organizational change 3) Organizational culture and change 4) The case-and how we studied it 5) A cultural change project I: background, objectives and design 6) A cultural change project II: implementation, reception and outcomes PART 3 Crucial issues in cultural change work 7) 'It is not so damn easy': lack of consistency and expressiveness in cultural change work 8) Disconnected work: cultural change efforts decoupled 9) Hyperculture 10) Working with culture vs culture working on change workers 11) Working with change 12) Lessons for cultural change actors and others Bibliography