University of Hertfordshire

Standard

The Message is the Medium- A Case Study in Cultural Change. / Wray, D.

University of Hertfordshire, 2001. (Business School Working Papers; Vol. UHBS 2001-3), (Employment Studies Paper; Vol. 34).

Research output: Working paper

Harvard

Wray, D 2001 'The Message is the Medium- A Case Study in Cultural Change' Business School Working Papers, vol. UHBS 2001-3, Employment Studies Paper, vol. 34, University of Hertfordshire.

APA

Wray, D. (2001). The Message is the Medium- A Case Study in Cultural Change. (Business School Working Papers; Vol. UHBS 2001-3), (Employment Studies Paper; Vol. 34). University of Hertfordshire.

Vancouver

Wray D. The Message is the Medium- A Case Study in Cultural Change. University of Hertfordshire. 2001. (Business School Working Papers). (Employment Studies Paper).

Author

Wray, D. / The Message is the Medium- A Case Study in Cultural Change. University of Hertfordshire, 2001. (Business School Working Papers). (Employment Studies Paper).

Bibtex

@techreport{5bb0dc3ffc384d4f92f247922b97f41e,
title = "The Message is the Medium- A Case Study in Cultural Change",
abstract = "In attempts to secure competitive advantage in an ever more competitive, and globalised market place, the trend in management thinking has been to introduce a number of initiatives aimed at developing a corporate culture supportive of the organisations strategic objectives. The logic of such initiatives is that an organisation's culture can be transformed from a culture embedded within a bureaucratic system of employee behavioral compliance, to a culture based on an organic system of organisation, dependent upon employee commitment. However, much of the literature has tended to overstate the effectiveness of these strategies. Corporate culture, if it exists at all, only exists at the level of senior management; that in reality many sub-cultures exist within an organisation that may resist, and even reject, attempts to impose a corporate culture. This paper, based on an ongoing, two year long, case study, agues that attempts to develop corporate culture are contingent on the influences of the existing organisational culture, contingencies that can be defined as structure and agency. Significantly, the paper will argue that these contingencies are as influential on the actions and reactions of management as they are on those of the work-force, with the consequence that attempts to redefine corporate culture are significantly affected",
author = "D. Wray",
year = "2001",
language = "English",
series = "Business School Working Papers",
publisher = "University of Hertfordshire",
type = "WorkingPaper",
institution = "University of Hertfordshire",

}

RIS

TY - UNPB

T1 - The Message is the Medium- A Case Study in Cultural Change

AU - Wray, D.

PY - 2001

Y1 - 2001

N2 - In attempts to secure competitive advantage in an ever more competitive, and globalised market place, the trend in management thinking has been to introduce a number of initiatives aimed at developing a corporate culture supportive of the organisations strategic objectives. The logic of such initiatives is that an organisation's culture can be transformed from a culture embedded within a bureaucratic system of employee behavioral compliance, to a culture based on an organic system of organisation, dependent upon employee commitment. However, much of the literature has tended to overstate the effectiveness of these strategies. Corporate culture, if it exists at all, only exists at the level of senior management; that in reality many sub-cultures exist within an organisation that may resist, and even reject, attempts to impose a corporate culture. This paper, based on an ongoing, two year long, case study, agues that attempts to develop corporate culture are contingent on the influences of the existing organisational culture, contingencies that can be defined as structure and agency. Significantly, the paper will argue that these contingencies are as influential on the actions and reactions of management as they are on those of the work-force, with the consequence that attempts to redefine corporate culture are significantly affected

AB - In attempts to secure competitive advantage in an ever more competitive, and globalised market place, the trend in management thinking has been to introduce a number of initiatives aimed at developing a corporate culture supportive of the organisations strategic objectives. The logic of such initiatives is that an organisation's culture can be transformed from a culture embedded within a bureaucratic system of employee behavioral compliance, to a culture based on an organic system of organisation, dependent upon employee commitment. However, much of the literature has tended to overstate the effectiveness of these strategies. Corporate culture, if it exists at all, only exists at the level of senior management; that in reality many sub-cultures exist within an organisation that may resist, and even reject, attempts to impose a corporate culture. This paper, based on an ongoing, two year long, case study, agues that attempts to develop corporate culture are contingent on the influences of the existing organisational culture, contingencies that can be defined as structure and agency. Significantly, the paper will argue that these contingencies are as influential on the actions and reactions of management as they are on those of the work-force, with the consequence that attempts to redefine corporate culture are significantly affected

M3 - Working paper

T3 - Business School Working Papers

BT - The Message is the Medium- A Case Study in Cultural Change

PB - University of Hertfordshire

ER -