Back to category: Business

Limited version - please login or register to view the entire paper.

THE MESSAGE IS THE MEDIUM: A CASE STUDY IN ‘CULTURAL CHANGE’.

Introduction.

In attempts to secure an advantage in ever more competitive and globalised markets, the trend in management thinking has been to introduce a number of initiatives aimed at developing a ‘corporate culture’ supportive of the organisation’s strategic objectives (Gallie et al. 1998; Legge 1995). The logic of these ‘culturalist’ initiatives (Parker 2000) is that ‘corporate culture’, defined as the shared meanings and taken-for-granted assumptions within an organisation, can be transformed from a bureaucratic system based on employee behavioral compliance, to a more organic system dependent upon employee commitment (Storey 1989). It is argued that if cultural change of this kind can be achieved, employees will discard the fixed priorities of the pluralist workplace, to become increasingly flexible, innovative and committed to accepting the continuous change required to habitually increase organisational performance. The available literature abounds with strate...

Posted by: Jason Cashmere

Limited version - please login or register to view the entire paper.