Corporate Culture, Self-awareness, and Organizational Change

Two groups of managers in widely different companies
and countries were administered the Human
Synergistics Life Styles Inventory, LSI 1, LSI 2
and Organizational Culture Inventory, OCI (actual),
as part of change intitiatives. A focal group of 106
respondents from 911 participants formed the main
sample, 39 variables were derived. The data were
analysed by Pearson s Product Moment Correlation,
Principal Components Analysis and Multiple Linear
Regression Analysis using SPSS. Results identified
intriguing relationships among self-awareness,
corporate culture, and consensual change. Specific
measures of self-awareness in contrast to global
measures are predictive of consensual change,
suggesting that this concept does not exist as a
trait. Generalized benefits attributed to self-
awareness are challenged.The research suggests that
person organization fit offers greater potential for
consensual change than does concern with corporate
culture type. Relationships support theoretical
behaviour models; including Self-regulation of
Behavior Theory, Social Cognitive Theory and the
integrative social-psychological model of self-
assessment.

Autorentext

Dr. Purse teaches BBA and MBA programs at Vancouver Island University, Canada. Academic interests concern organizational effectiveness, corporate culture, self-awareness, individual and group skills. As an HR practitioner, domestically and internationaly, his primary role has been that of an internal change agent.

Klappentext

Two groups of managers in widely different companies and countries were administered the Human Synergistics Life Styles Inventory, LSI 1, LSI 2 and Organizational Culture Inventory, OCI (actual), as part of change intitiatives. A focal group of 106 respondents from 911 participants formed the main sample, 39 variables were derived. The data were analysed by Pearson's Product Moment Correlation, Principal Components Analysis and Multiple Linear Regression Analysis using SPSS. Results identified intriguing relationships among self-awareness, corporate culture, and consensual change. Specific measures of self-awareness in contrast to global measures are predictive of consensual change, suggesting that this concept does not exist as a trait. Generalized benefits attributed to self-awareness are challenged.The research suggests that person organization fit offers greater potential for consensual change than does concern with corporate culture type. Relationships support theoretical behaviour models; including Self-regulation of Behavior Theory, Social Cognitive Theory and the integrative social-psychological model of self-assessment.