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Dissertations / Theses on the topic 'Culture change'

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Published: 4 June 2021
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1

Garcia-Lorenzo, Luica. "Cultural transitions : organisational change and its impact in culture." Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/120/.

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This thesis explores, from a cultural perspective, the organisational change process resulting from a string of take-overs within Blazehard, a tyre manufacturing company in Spain. It looks at the effects of these changes in the way people reconstruct the organisation and their role as its employees through the stories they share. The first part of the thesis elaborates on the uses of culture as a conceptual tool for observing organisations and, especially, on the need to account for the complementary processes of continuity and change in social experience. The thesis proposes historical recollections, as cultural manifestations, as a vehicle that reproduces and challenges a cultural order through their reproduction and generation within that order. They articulate a space where the new and the uncertain can be made safe through their integration into the traditional and the known, thereby providing possibilities for permanence and security as well as for innovation. The research combines different methods of data gathering - interviews, documents and group discussions - and of analysis - narratives and discourses to facilitate the exploration of both the commonalties and the diverse interests and perspectives existing among Blazehard employees. The exploration of the stories shows how they compose a collectively reproduced narrative that guides -and therefore constrains- employees' historical recollections. This referential narrative is the vehicle through which people reproduce but also challenge their cultural order in the organisation. As such, storytelling is presented as the constant process of reformulation that opens possibilities for individual development within the cultural constraints that the organisation imposes on its members. The results suggest when people try to make sense of a change situation both turn to their own experiential resources and use the symbols that their cultural environment provides. It is in the tension between the two, that the conditions of fluidity and ambiguity required for a cultural transition can be created.
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2

Clark, Carrie. "Culture Change in Nursing Homes." Miami University / OhioLINK, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=miami1163699847.

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3

Ginsburg, Alexander David. "Climate Change and Culture Change in Salluit, Quebec, Canada." Thesis, University of Oregon, 2011. http://hdl.handle.net/1794/12166.

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The amplified effects of climate change in the Arctic are well known and, according to many commentators, endanger Inuit cultural integrity. However, the specific connections between climate change and cultural change are understudied. This thesis explores the relationship between climatic shifts and culture in the Inuit community of Salluit, Quebec, Canada. Although residents of Salluit are acutely aware of climate change in their region and have developed causal explanations for the phenomenon, most Salluit residents do not characterize climate change as a threat to Inuit culture. Instead, they highlight the damaging impacts of globalization and internal colonialism as a more serious problem. This counter-narrative suggests that focusing narrowly on climate change can obscure the broader and more immediate challenges facing Inuit communities. Such a realization demonstrates the need for researchers to locate climate change within a matrix of non-climatic challenges in order to mitigate threats to indigenous cultures.
Committee in charge: Susan W. Hardwick, Chairperson; Alexander B. Murphy, Chairperson; Michael Hibbard, Member
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4

Akehurst, Jessica Marie. "Culture, cultural discontinuity and the need for change : understanding Canadian and Chinese cultures of learning." Thesis, University of British Columbia, 2012. http://hdl.handle.net/2429/40274.

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The purpose of this thesis is to examine sources of potential cultural discontinuity between Chinese students and Canadian teachers at an International school in China. Cultural discontinuity is a school-based process whereby culturally-based learning preferences and practices of students are discontinued at school (Ogbu, 1995). Since curriculum and classroom practices at International Schools are rooted in mainstream Western cultural values and worldviews, this dominant ideology may result in the discontinuance of cultural, value-based learning behaviours by Chinese students. This thesis delineates some of the issues that illustrate the incongruence between primary culture (home-based values) and secondary culture (school-based cultural values) and the implications for teaching and learning in British Columbian Offshore Schools. Conceptions of teaching and learning, the value and use of questioning, the issues of silence and plagiarism, and the role of the teacher and students are examined.
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5

O'Loughlin, Bryan. "Safety culture during major organisational change." Thesis, Aston University, 1998. http://publications.aston.ac.uk/13286/.

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This research examines the effect of major changes, in the external context, on the safety culture of a UK generating company. It was focused on an organisation which was originally part of the state owned Central Electricity Generating Board and which, by the end of the research period, was a self-contained generating company, operating in a competitive market and a wholly owned subsidiary of a US utility. The research represents an attempt to identify the nature and culture of the original organisation and to identify, analyse and explain the effects of the forces of change in moulding the final organisation. The research framework employed a qualitative methodology to investigate the effects of change, supported by a safety culture questionnaire, based on factors identified in the third report of the ACSNI Human Factors Study Group; Organising for Safety, as being indicators of safety culture. An additional research objective was to assess the usefulness of the ACSNI factors as indicators of safety culture. Findings were that the original organisation was an engineering dominated technocracy with a technocentric safety culture. Values and beliefs were very strongly held and resistant to change and much of the original safety culture survived unchanged into the new organisation. The effects of very long periods of uncertainty about the future were damaging to management/worker relationships but several factors were identified which effectively insulated the organisation from any of the effects of change. The forces of change had introduced a beneficial appreciation of the crucial relationship between safety risk assessment and commercial risk assessment. Although the technical strength of the original safety culture survived, so did the essential weakness of a low level of appreciation of the human behavioural aspects of safety. This led to a limited, functionalist world view of safety culture, which assumed that cultural change was simpler to achieve than was the case and an inability to make progress in certain areas which were essentially behavioural problems.
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6

Aaltio-Marjosola, Iiris. "Cultural change in a business enterprise : studying a major organizational change and its impact on culture /." Helsinki : Helsinki School of Economics and Business Administration, 1991. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=005951583&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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7

Britton, Garth Murray, and garth britton@netspeed com au. "On Reading Lines in Shifting Sands: making organisational culture relevant." The Australian National University. College of Business and Economics, 2007. http://thesis.anu.edu.au./public/adt-ANU20071105.161653.

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Despite the ubiquity of the term ‘organisational culture’ in both popular and scholarly management literature, it remains an ambiguous concept, whose practical application is recognised as being far from universally successful. Models which seem to be preferred by practitioners are often criticised as being static or mechanistic, while more dynamic scholarly approaches tend to discount the possibility of deliberately influencing organisations at the cultural level. This dissertation, instead of focussing on culture as some sort of objective or unchanging attribute of an organisation, treats it as a phenomenon emerging from social interaction and individual sense-making. It draws on, and extends, George Kelly’s Personal Construct Psychology to build a framework for understanding the production of meaning by individuals in their social context, and how this contributes to the establishment of the collective boundaries between which cultural effects are observed. This framework is applied to the case of a business school attached to a large university, which is first absorbed into its Commerce Faculty, and then dissolved into a new Department, as the overall university structure is modified. Grounded Theory methodology is used to develop an approach to the description of the cultural interaction and changes that occur, and to generate theory that goes some way to explaining how and why they do. The theory gives insight into how latent cultural distinctions become, or are made, salient and the different means by which divisions may be resolved or superseded, sometimes resulting in conflict. Implications are explored for the management of organisations undergoing change, particularly where this involves merging or restructuring organisational units, and for the training and development of managers who are to be involved in such activities. ¶ At a theoretical level, building on a constructivist and processual ontological base, the dissertation makes contributions to the understanding of behaviour in organisations and draws on pragmatic epistemologies such as those advanced by George Herbert Mead. It brings concepts from psychology, sociology and management disciplines to bear on the problem of cultural interaction, and suggests that integrating them in this way may enhance their value in this context. ¶ By focussing on culture as a phenomenon produced at the interface of collective constructions, the dissertation proposes that it be viewed as fundamentally dynamic once eloquently described as ‘multiple cross-cutting contexts’ – but, nevertheless, explains how it may be recognised more through its apparent intractability than its fluidity. Whilst rejecting managerialist approaches which would suggest that culture and, through it, people, can be manipulated at will to reliably produce desired effects, the dissertation suggests ways in which insight into cultural interactions might be generated for those who are participating in them, and options developed to influence these interactions that might otherwise not have been available. It therefore has potentially valuable implications for management practice.
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8

Harris, Cory Dalton. "Organizational change and intellectual production the case study of Hohokam archaeology /." Tucson, Ariz. : University of Arizona, 2006. http://etd.library.arizona.edu/etd/GetFileServlet?file=file:///data1/pdf/etd/azu%5Fetd%5F1489%5F1%5Fm.pdf&type=application/pdf.

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9

Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.

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While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given situation; and change as the adoption of new narratives it has been possible to impart new understandings to these concepts. Extensions are offered of the narrative theory of Ricoeur and the social theory of Bourdieu (which has strong implications for culture and the operation of power). They are then combined and applied to a narrative presentation of empirical data. This new or extended theory has powerful explanatory value with regard to the relationship between the chosen organisational aspects. Emphasis is given to the dynamic interplay which prevails between the individual (habitus) and the organisation (field).
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10

Barber, Ian G., and n/a. "Culture change in northern Te Wai Pounamu." University of Otago. Department of Anthropology, 1994. http://adt.otago.ac.nz./public/adt-NZDU20070531.135029.

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In the northern South Island, the area northern Te Wai Pounamu (NTWP) is defined appropriate to a regional investigation of pre-European culture change. It is argued that the Maori sequence of this region is relevant to a range of interpretative problems in New Zealand�s archaeological past. Preparatory to this investigation, the international and New Zealand literature on culture change is reviewed. Two primary investigative foci of change are identified in NTWP; subsistence economy and stone tool manufacturing technology. A chronological scheme of Early, Middle and Late Periods based on firmly dated ecological events and/or independent radiocarbon ages is defined so as to order the archaeological data without recourse to unproven scenarios of cultural change and association. The Early Period subsistence economy is assessed in some detail. An Early Period settlement focus is documented along the eastern Tasman Bay coast in proximity to meta-argillite sources. Early Period midden remains suggest that several genera of seal and moa were exploited, and that people were fishing in eastern Tasman Bay during the warmer months of the year. From the Early Period fishhook assemblages of Tasman Bay, manufacturing change is inferred related to the increasing scarcity of moa bone over time. It is argued that lower Early Period settlement of the larger northern South Island was focused on the north-eastern coast to Rangitoto (D�Urville Island), while NTWP was characterized by smaller stone working communities operating in summer. In contrast, moa-free middens in Awaroa Inlet and Bark Bay of the western Tasman Bay granite coast present a physical dominance of Paphies australis, and finfish species suggesting, along with the dearth of Austrovenus stutchburyi, occupation outside of the warmer summer months. These middens also present an absence of seal and a paucity of bird bone, while sharing a robust 15th-16th centuries AD radiocarbon chronology. With the dearth of all bird species from granite coast middens in general, and evidence that the less preferred kokako (Callaeas c. cinerea) was caught during the occupation of Awaroa Inlet N26/214, it is suggested that cultural regulations beyond immediate subsistence needs were also operating at this time. From southern Tasman Bay, the archaeological investigation of the important Appleby site N27/118 suggests that the people associated with the extensive horticultural soils of Waimea West otherwise consumed finfish and estuarine shellfish in (non-summer) season, kiore (Rattus exulans), dog or kuri (Canis familiaris), and several small evidence of Maori tradition, archaeological charcoal, and the approximately 16th century radiocarbon chronology for N27/118 and the associated Appleby gravel borrow pit N27/122 places the advent of extensive Waimea horticulture within the post-moa, lower Middle Period Maori economy. The Haulashore Island archaeological assemblage of south-eastern Tasman Bay with a similar material culture to Appleby is also bereft of seal and any diagnostic moa bone. This Middle Period evidence is considered in a larger comparative perspective, where the absence of seal from 15th-16th centuries Tasman Bay middens is interpreted as a factor of human predation. A secure radiocarbon chronology suggests the convergence of this loss with the diminishment and loss of selected avifauna, and the subsequent advent of large horticultural complexes in the northern South Island compensated for the loss of faunal calories in a seasonally economy and a managed ecology. The evidence of stone tool use is also reviewed in some detail for NTWP, following the definition of an adze typology appropriate to the classification of meta-argillite tools. It is clear that meta-argillite is the dominant material of adze and (non-adze) flake tool manufacture throughout the Maori sequence of NTWP, while granite coast quartz remains generally subdominant. Beyound the apparent loss of the laterally-hafted adze, the evidence of adze change is generally subdominant. Beyond the apparent loss of the laterally-hafted adze, the evidence of adze change is generally reflected in shifting typological proportions, and in new manufacturing technologies and dressing techniques. Functional change may be inferred in the loss over time of large meta-argillite points and blade tools associated respectively with the manufacture of one-piece moa bone fishhooks and moa and seal butchery. The exclusive identification of hammer-dressed adzes with hump backs and steep bevels in Middle Period assemblages is related to the advent of horticultural intensification. More generally, adzes of the upper Early and Middle Periods are increasingly characterized by round sections, while hammer-dressing is employed more frequently and extensively reduced from riverine meta-argillite and recycled banks. Collectively, these changes reflect a developing emphasis on economy and opportunistic exploitation. From this interpretation, and evidence that meta-argillite adze length and the size of high quality Ohana source flakes diminish over time, it is suggested that accessible, high quality and appropriately shaped meta-argillite rock became increasingly scarce through intensive quarry manufacture. In conclusion, the coincidence of diminishing rock and faunal resources over time is related in a speculative anthropological model of culture change. It is proposed that the 14th-16th centuries Maori economy of NTWP, and by implication and inference, many other regions of New Zealand, was characterized by a resource crisis which either precipitated or reinforced a broader trajectory of culture change. It is suggested that influential leadears perceived a linkage in the loss of high quality rock and important subsistence fauna at this time, and that distinctive technologies, institutions and ideologies of Middle Period Maori society were influenced by, and/or developed from, this perception. Finally, it is recommended that the data of an archaeological Maori culture sequence be ordered and tested within a radiocarbon based chronological scheme, rather than the still generally used model of �Archaic� and �Classic� cultural periods. It is also suggested that New Zealand archaeologists should look beyond the functional-ecological imperative to consider more holistic anthropological explanations of change in the pre-European Maori past, with a focus on integrated regional sequences.
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11

Bond, Elizabeth Grace. "Leadership and culture in school-initiated change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape17/PQDD_0004/NQ35394.pdf.

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12

Belal, Nacera Catherine. "Recontextualizing Culture, Power, and Change within MNCs." Thesis, The American University of Paris (France), 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13871675.

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The current state of the global economy is in constant transformation. This transformation results in new industries, technologies, and markets. In order to effectively maintain relevance throughout these transformations, organizations must be equipped with the ability to manage change and foster innovation. An organization that is unable to adapt to the rapid changes taking place in this economy will be at greater risk for failure. Context, whether it be cultural, geographic, social or a mix of several overlapping dynamics, is the silent decider of organizational paradigms. The process of transferring organizational assets, such as strategy or culture, from one context to another, is known as recontextualization. This thesis seeks to address the significance of recontextualized organizational assets within a Multinational Corporation (MNC) and the impact on its employees and management structures. The case study will examine how recontextualization shapes a French Headquarter (HQ) - US subsidiary relationship, and more specifically how this contextual dynamic impacts the reception of a HQled change management mission. The conclusion of this thesis will provide perspective for future attempts at collaborative change must integrate greater awareness of recontextualization, particularly during their planned strategic organizational transformation. The supporting research presented throughout this work encompasses interviews with organizational development leaders, cross-cultural management and recontextualization experts, as well as employee testimonials and an autoethnography illustrating the complexities of the HQ-subsidiary relationship.

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13

Banish, Bryan J. (Bryan John) 1971, and Muhammad I. 1960 Nawaz. "The role of culture in organizational change." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/29712.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2003.
Includes bibliographical references (leaves 116-118).
Today more companies are developing strategies that require providing total solutions to their customers rather than just delivering products. Many such companies have a strong culture that derives from years of successfully delivering differentiated products. The move toward a more "solutions oriented" business is difficult. The strategic initiative is a critical first step but often belies the cultural transition that must take place concurrently. Some organizational change theorists present culture as one of many variables in the change equation. Others take a more holistic approach where organization and culture are integrated and must change together. In this thesis, we assert that companies focused on the latter approach can be quite successful at organizational change. We look at one such change initiative launched by Schlumberger, Ltd. This thesis studies the successful transition of Schlumberger from a product-based company composed of independent product groups into an "oilfield solutions provider". Through interviews with employees at all levels of the organization, we reconstruct the events that began over five years ago. The cultural transition continues to this day. The study identifies the initial corporate strategy and corresponding transition plan. We include case studies of other large firms attempting similar change for comparison. Further discussion focuses on the reaction of the middle management and others involved in line operations to capture their perception of the vision and their skepticism. In addition to the strategic perspective, the initiative is analyzed from within the political environment (both individuals and organizations) as well as from the cultural perspective. Finally, we pay particular attention to the management tactics in planning and executing the change initiative. The study analyzes these management practices to understand what worked and the lessons learned.
by Bryan J. Banish and Muhammad I. Nawaz.
M.B.A.
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14

Wion, Jennifer Lynn. "The assessment of an organizational culture change." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/1127.

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15

Lee, John 1957 Dec 10. "Effective global teams : impact of organizational culture change and national culture differences." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9200.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2000.
Also available online on DSpace at MIT.
Includes bibliographical references (leaves 54-55).
The concept of dispersed teams is widely applied in industry today. This thesis explores the experience of one remotely located team of a U.S. based multinational in the automotive industry based in Japan. It begins by reviewing the literature on the subject, followed by a general discussion of the concept of organizational culture change and the impact of national culture differences in working globally dispersed. The automotive team that is the basis for this study is successful in the marketplace but sometimes faces conflicts working with the Headquarter and other business units in its efforts to meet the specific requirements of the Japanese market. The differences in priorities and business practices often serve to cause the members in the Japan based remote team to feel isolated and misunderstood in their role as the "front-line" soldiers" with a defined mission of growing the Japanese market. What emerges from the study is the fact that a major culture change in the home organization coupled with diverse cultural differences between Japan and the U.S. makes it difficult for the entire organization to move in sync with the shared visions of the senior management as quickly as necessary in the fast changing marketplace. Although the directions are clear and the future path seem rational, entrenched ways of doing business caused by old habits and existing systems seem to get in the way. There also appears to be no fast and clear-cut solutions to this dilemma. It takes more time to build trust, develop a shared vision and mitigate the cultural gulfs that are inevitable. For management, it means greater efforts to communicate about where the organization needs to move and resolving differences in perceptions between the remote team and the home organizations.
by John Lee.
M.B.A.
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16

Novitskaya, Anna, and Momina Rajput. "Role of Organizational Culture in Creating Readiness for Change Project." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-85603.

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Given the dynamic and unpredictable nature of modern business environment, organizations need to always be ready for change. It is essential for employees to be able to accept change initiatives at workplace and contribute to them constructively.  The authors of this research suggest that due to the similarities in the nature of their implementation process, projects are the most appropriate vehicle for implementing change initiatives. Change initiatives implemented through projects take characteristics of planned change and exclude emergent changes from the scope the scope of this research. The initiating phase of a change project is devoted to creating readiness for change, which is the main focus of the research. The purpose of this study is to investigate the role of organizational culture in creating readiness for a change project. The research looks at the process of creating change readiness. This provides a ground for identifying the importance of organizational culture and its interconnection with change management efforts. Further, the dimensions of organizational culture are identified in the relation to change readiness. The literature suggests that these dimensions create change readiness. If organizational culture does not incorporate the identified dimensions of organizational culture, change management efforts should be applied to reinforce or create them. Eight interviews were conducted with change leaders/ project managers. Each interview was conducted in the context of a change project experienced by the interviewee, in order to gain an insight in to the influence of organizational culture on creating change readiness. The study finds organizational culture as being pivotal in creating change readiness. The insight taken from the empirical data allows differentiating between organizational culture as a whole and organizational culture created within the project context by change management efforts. It was found that organizational culture in its exclusivity, does not lead to readiness for a change project. Organizational culture rather builds a foundation for implementing change and creates readiness for a change project through mediation of change management efforts.
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17

Noyes, Christopher M. (Christopher Michael) Carleton University Dissertation Management Studies. "Creativity, change and culture; an investigation into the relationship between organizational culture and innovation." Ottawa, 1992.

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18

Johnston, Anne E. "The culture change movement in Ohio's nursing homes." Oxford, Ohio : Miami University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=miami1185470927.

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19

Heracleous, Loizos Theodotou. "Strategic change, discourse and culture : conceptualisations and interconnections." Thesis, University of Cambridge, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337778.

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20

Mackay, Sam. "Musical culture and urban change in contemporary Marseille." Thesis, City, University of London, 2017. http://openaccess.city.ac.uk/21149/.

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This thesis considers how musical culture shapes, and is shaped by, the contested redevelopment of contemporary Marseille. Drawing on ethnographic research and documentary analysis, it investigates debates about cultural representation, struggles over the regulation of nightlife, the production of grassroots scenes, and other practices in and through which music is made meaningful. The thesis focuses primarily on the period from 2013 to 2016, when the research was carried out. A secondary frame, extending back to the early 1990s, provides the immediate historical background, and where relevant I also discuss processes and events from earlier periods. Unlike some ethnomusicological studies, the focus is not on a single genre, idiom, form or other normative category of music. Nor does the study aspire to reflect the totality of musical culture in Marseille. Instead, the prism of urban change serves to centre the thesis on moments and processes through which music informs and performs the changing city. In addition to this interest in urban change, my decisions about which aspects and locations of musical culture to focus on were, of course, linked partly to my own subject position, and I address the implications of this in the methodology section. The thesis addresses three overarching research questions. To what extent has musical culture been restricted or marginalised in the context of urban redevelopment? How have musicians and audiences used music to narrate and negotiate the city in new ways? And finally, how are technological changes inflecting the ways in which musical culture inhabits the city? To address these questions I present four case studies. Chapter One investigates two controversies surrounding the musical programming of a major arts festival; Chapter Two examines a new initiative focused on the local circulation of post-war North African musical media; Chapter Three addresses Occitan-language music and its interface with the cosmopolitan city; and Chapter Four analyses the position of a neighbourhood’s DIY music scenes in relation to the advance of gentrification. Through these case studies, the thesis seeks to contribute to broader discussions about the relationship between music and the right to the city in late modernity.
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21

Anderson, Gavin. "Andriesgrond revisited : material culture, ideologies and social change." Bachelor's thesis, University of Cape Town, 1991. http://hdl.handle.net/11427/19515.

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Bibliography: pages 127-137.
The original aims of this thesis were to analyze all the material remains from the previous excavations and collate all written reports on Andriesgrond Cave. Only one article has been written on Andriesgrond Cave (Parkington 1978), while several articles have referred to single unpublished reports or additional projects. Artefacts are analyzed and grouped according to their relevant chapters, and in the conclusion an interpretation of these finds is given in conjunction with social psychological theory of stress coping strategies and inter- and intragroup processes.
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22

Hickman, Torey. "Culture Change: Defining and Measuring Student-centered Teaching." University of Toledo / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1279204212.

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23

Bonine, Kathleen Anne. "Culture contact change and continuity: The Mohave Indians." CSUSB ScholarWorks, 1993. https://scholarworks.lib.csusb.edu/etd-project/673.

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24

Nydén, Emma, and Lovisa Svensson. "Transatlantic culture-carriers : A qualitative study on Swedish companies' organisational culture change in the United States." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185464.

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All countries have their own national culture, with their own norms, beliefs, attitudes, and values. Every organisation in the world also has their own organisational culture, just like any other social group. Because of the increased globalization throughout the world, more companies are becoming multinational corporations. This means that they go through a market entry process when they enter a foreign market. This can lead to their already established organisational culture being affected by the national culture in the foreign country. The effect of national culture on organisations is a well-researched area. However, the research on how the organisational culture is affected by national culture as an organisation goes through international market entry leaves much to be discovered.  The purpose of this thesis was to investigate how, and if the organisational culture of Swedish organisations is affected by national culture when they establish themselves on the United States market. It was also investigated how Hofstede’s five dimensions of culture can aid in the explanation of the potential organisational culture change, and if the index scores of the five dimensions for Sweden and the United States correspond to the differences later indicated by our research. The effect of leadership and market entry strategy on the organisational culture was also investigated. The qualitative data collection in this thesis comes from semi-structured interviews with companies who help Swedish companies in their market entry process, managers of Swedish companies who have established themselves on the United States market, and one human resource manager within a Swedish company which has moved to the United States. This data lays the basis for the results of this study, and we identify themes relevant to the purpose and research question of this study.  The conclusion of this thesis shows that the organisational culture of all the companies we have interviewed has been influenced by national culture to some extent. The factors which are identified to have had the largest impact on the organisational culture of these companies are market entry strategy, leadership, and the newly found themes; culture-carriers and laws and legislation. It is also concluded how Hofstede’s five cultural dimensions within organisational culture are affected by the national culture.  In the conclusion of this thesis, the importance of the cultural knowledge and awareness of the factors which influence organisational culture possessed by managers is emphasised. Practical and theoretical implications are also provided both for organisations and future research.
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Isaksson, Malin, and Hanna Nikolausson. "Establishing an Environmentally Friendly Organizational Culture." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-89353.

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The impact people and organizations have on the environment has been on the agenda in media for decades now. Still, very little research has been conducted in looking at what impact organizational culture can have when organizations attempt to become more environmentally friendly. For most organizations the environmental work is not part of their core business but rather something they work on at the side, if at all. Due to this, when an organization decides to implement an environmental vision and goals the employees may not adapt to it. This leads to the research question: How can an organizational culture be changed towards becoming environmentally friendly?To gain insight in the topic we researched general organizational cultural change theories which we used as a foundation for the deep, semi-structured interviews we conducted with five organizations that have worked towards becoming environmentally friendly for some time, and all consider themselves successful in having an environmentally friendly organizational culture. The respondents are very different from each other in regards to both industry and size, and some of them are Swedish while others are international. We chose maximum variation sampling as it would help us identify common methods organizations us across their variations.We found that to a large extent the same methods that are used for changing general organizational culture also can be used when changing the organizational culture towards becoming more environmentally friendly but that there are many adjustments to be made in which parts of the theories are most important. There is nonetheless a noticeable difference in the importance the different methods have and what the respondents emphasized as crucial. We found that the main drivers of motivation are communication and the importance of involving all employees in the environmental work. There is also a need to recognize and encourage employees for their work. All in all, however, the one method that stands above all other is what one of our respondents concluded with “The most important thing to do to create environmental change is to inform, inform and inform the employees”. The respondents highlighted the importance of making all employees feel like they are included in the process. That they understand the need for change is also something that seems crucial to getting people onboard. We also found that a lot of emphasis needs to be put on evaluation. Existing theory was however very weak in this area. We found tendencies of the organizations going through an environmental cultural life cycle where they start off the project, but maintain it poorly and hence every so often have to start over and therefore more focus therefore needs to be put into maintaining the cultural changes and not ever believe that the work is done. The work doesn’t end, but the environmental work and adaption is an ongoing process, even though the mindset of working environmentally can be permanently changed and built into the culture of employees.
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Hall, Alice A. "Tacit Culture and Change: A Model of Change Constructed From Institutional Assumptions and Beliefs." Diss., Virginia Tech, 1997. http://hdl.handle.net/10919/30565.

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Higher education today faces a conflict between increasing societal demands and decreasing budgets. Innovation and change in higher education occur in the face of limited institutional resources. Meeting the challenges confronting colleges and universities is best accomplished by applying planned change efforts that recognize tacit culture (underlying assumptions and beliefs) and incorporate these cultural components into the change process. To date, however, change theory in higher education provides limited insight into institutional culture and how culture interacts with change. This is complicated by the fact that there are very few acknowledged methods for revealing tacit components of culture in higher education. This study provides the fields of change theory and institutional culture with, first, knowledge about revealing culture in higher education and, second, a model of change grounded in a single institution’s assumptions and beliefs. Using a variation of Sackmann's (1991) open-ended, issue focused interview method for uncovering tacit components of culture in corporate organizations, this study reveals cultural assumptions and beliefs about a planned change project in a two-year community college. Further, a model of change is constructed from the revealed assumptions and beliefs that explains the role of this tacit culture in the probable outcomes of the change project.
Ph. D.
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Fink, Dean. "The attrition of change." Thesis, Open University, 1997. http://oro.open.ac.uk/57686/.

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Most newly constructed schools begin life as places of hope, enthusiasm, energy, and creativity. In many ways they might be considered 'moving' schools. Such schools strive to anticipate and change with the times. Within a relatively short time, however, a significant number of new schools evolve, indeed regress, into conventional schools. This loss of initial momentum and innovative direction experienced by many newly established schools occurs because of what this study describes as the `attrition' of change. This thesis presents an historical case study of a secondary school that was once one of Canada's most renowned, innovative schools in the 1970s, and now 26 years later, can be described as a conventional secondary school. Based on interviews with three cohorts of teachers and administrators who worked in the school in the 1970s, 1980s and 1990s, the study provides an opportunity for inquiring into and analysing the attrition of educational change. The evidence of this study of the history of an innovative school points to the existence of an ironic change dynamic, and a dual meaning for the title 'the attrition of change'. There is a natural tendency for the school itself to experience attrition and over time to lose much of its early momentum and innovativeness. This pattern, however, is usually accelerated by hostility from the school's larger professional and parental communities who perceive the school's innovations to be a threat to long held educational beliefs and practices. The staff members of the innovative school feel that their inordinately hard work is unappreciated and misunderstood, turn inward to school colleagues for protection and support and adopt a less venturesome approach to innovation and change. In the short term, therefore, the innovative school's influence upon the larger system's attitude towards change tends to be quite negative. In the longer term, however, the innovative school seems to exert significant impact beyond its own walls through the rule-breaking precedents it sets that open up opportunities for others, and through the key leaders it spawns who take their innovative images of schooling to other parts of the system, and initiate change elsewhere. Changes in one part of a system inevitably affect changes in the larger system. Innovative schools, therefore, can erode obstacles to change in the larger system and create a climate of experimentation where one may not have existed previously, thus the second meaning of the `attrition of change'.
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Lindmark, Felicia, and Petra Nilsson. "Breaking the glass ceiling : How to change an organizational culture to increase the share of women at executive level." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-255863.

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This thesis investigates how an organizational change can lead to an increased share of women at top management positions. Based on interviews at Sandvik, an organization that has received extensive attention for its efforts to increase the share of female executives, the study aims to understand how an organizational culture is changed in a way that will lead to more women at top management positions. The study also aims to give an answer to how the change process is implemented and what kinds of changes in content that are needed. The empirical findings are analyzed using a theoretical framework based on change management literature and female leadership literature. The results of the study indicate that actions to increase gender diversity should be integrated in the overarching company strategy. There are further indications that it can be enough to have a personal conviction from a prominent leader within the organization to start the change process. Commitment and support from top management is thereafter vital. A final indication is that the changes in content should be aimed at changing the mindset of the employees throughout the organization.
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Fink, Gerhard, and Nigel Holden. "Collective culture shock. Contrastive reactions to radical systemic change." Forschungsinstitut für Europafragen, WU Vienna University of Economics and Business, 2002. http://epub.wu.ac.at/802/1/document.pdf.

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Many countries are going through severe transitions as they move from one system of economic management to another, experiencing a traumatic state which we term collective culture shock. Taking a cue from psychology, we suggest that collective culture shock can be seen as comprising four components: integration, assimilation, separation, and marginalisation. The movement towards free market economic systems calls for complex institutional adjustments, but these seem very difficult for societies to introduce in a systematic way. In order to exemplify collective culture shock, we examine four countries (including one country group): Russia, East Central Europe, South Africa, and Japan. Our treatment of these countries will show how collective culture shock is the product of complex economic, social and political forces specific to each situation. We hope to demonstrate that the phenomenon of collective culture shock is an important conceptual tool for managers responsible for international business strategy to help them to understand the complexities of change - or rather resistance to change - in transitional economies. (author's abstract)
Series: EI Working Papers / Europainstitut
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Ershaghi, Hames Marsha. "Ethical leadership as an enabler of organizational culture change." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3567265.

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We are emerging from a decade plagued with headlines of crises that tell the narrative of the cost of organizational culture. Evolving before our eyes, the world is acutely focused on the actions of individual leaders and the organizational cultures that have cultivated low-trust and high-fear environments, dysfunctional and failing organizational cultures. Drawing from research in organizational theory, moral philosophy, psychology and sociology, the study focuses on organizational cultures, the role of leadership in enabling healthy cultures. This exploratory, qualitative study utilizing the grounded theory approach addressed the question of how organizations are establishing and reinforcing acceptable ethical leadership behaviors and principles and the factors critical in the role of leadership as an enabler of ethical cultures. The research explores how these leadership behaviors are manifested, and what is the impact and potential consequences these leadership behaviors have on creating healthy organizational cultures. The framework for this exploratory study was to research the questions and assess the phenomena from multiple perspectives. A process of data triangulation was performed, including an evaluation of multiple forms of primary and secondary sources. An analysis of the convergence and disparities of the data patterns resulted in the emergence of the key factors informing the grounded theory. The study points to the importance of leaders as visible and reflective models of organizational culture, especially at the middle layer of the organization. The study points to some emergent themes and effective practices that organizations can utilize to build and frame their ethical leadership development programs and initiatives. These themes include that rules and policies alone, do not provide a sustainable framework for mitigating leadership behavior. Other themes include social learning tools as channels for reinforcement and peer support of ethical decision making practices, evaluation of multiple perspectives of a situation, framing guidance with a tone set through the middle layer of an organization, and implementing diverse activities with a cadence of frequent contact over time. Implications and recommendations for leadership development in the areas of organizational development and business ethics are outlined. Suggestions for future study include organizational reputation management, phenomena of sensationalism and global transparency.

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Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation." Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.

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Galvin, Michael. "Culture, change and the management of London's taxi drivers." Thesis, University of Hertfordshire, 2016. http://hdl.handle.net/2299/17517.

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This research has been based on my experiences of London taxi drivers, both before I entered the London Taxi Industry, whilst studying to be a London taxi driver and during the thirty years I spent within the industry in a number of roles. My research has been undertaken in an inductive, broadly ideographic style. The study has been developed through initially narrating my experiences and observations in the industry and then analysing this account reflexively. The material that formed the basis of my narrative account was collected in an ethnographic style. In addition to my narrative account I also referenced the small amount of published material concerning the London taxi industry and interviewed a number of taxi drivers. A significant constraint was the lack of peer reviewed literature concerning taxi drivers and the taxi industry. Once I had developed my narrative account I then interpreted it in order to better understand the experiences and observations, the institutions and the people within the industry to understand and relate how they react and behave within their environment. The analysis involved deconstruction and interpretation against a framework of relevant literature to facilitate my understanding and assist sense making. I also interpreted the interactions with those outside of the taxi drivers' environment and analysed the persona that journalists and others have constructed that is meant to represent the London Taxi Driver. I considered the identity and characteristics implied by journalists with the prevailing culture and the identity that taxi drivers and the industry sought to portray. The qualification to become a taxi driver is known as the Knowledge of London. The Knowledge, as it is known in the industry, is recognised as an onerous task and has developed according to many in the industry into a rite of passage. I found that this process, with its rituals and arcane practices, which are accepted consensually by the industry, had a significant effect on the taxi drivers' identity and their status amongst non-taxi driver peers. Taxi driving is considered in working class circles to be at the upper end of a hierarchy of professional driving roles largely due to the achievement of passing the Knowledge of London together with the earning opportunity, perceived job security and flexibility afforded by being one's own boss. Knowledge of London students and taxi drivers appear to demonstrate common behavioural traits which I have explored in my research. London's taxi drivers appear to fear an assimilation of their role with other lower status driving roles and this fear has a significant effect on any attempts at change within the industry or within its institutions. The institutions within the industry provided much material for me to consider in the context of their alignment or clash with the culture of the industry. Changes in business processes and some of the institutions' relationships with their taxi driver stakeholders and the challenges to the industry's culture are considered as case studies within my reflexive account. The contribution to original knowledge is the insight into the culture and identity of London's Taxi Drivers, the behaviours and relationships within the industry both between drivers and the institutions that regulate, represent and benefit from the industry. Taxi drivers' responses to organisational and business process change. Further contributions to original knowledge are provided from the realisation that much of the structure developed within conventional organisations by management has developed organically without management intervention in the taxi industry. Many of the traits of life in offices and factories are likewise present in the London Taxi Industry despite the disparate and virtual nature of the industry and its reliance on consensual adoption of rules and practice rather than managerial influence and formal processes and procedures.
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Horbury, Caroline R. J. "Organisational change and safety culture : the impact of communication." Thesis, Aston University, 1996. http://publications.aston.ac.uk/15325/.

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This research examines and explains the links between safety culture and communication. Safety culture is a concept that in recent years has gained prominence but there has been little applied research conducted to investigate the meaning of the concept in 'real life' settings. This research focused on a Train Operating Company undergoing change in a move towards privatisation. These changes were evident in the management of safety, the organisation of the industry and internally in their management. The Train Operating Company's management took steps to improve their safety culture and communications through the development of a cascade communication structure. The research framework employed a qualitative methodology in order to investigate the effect of the new system on safety culture. Findings of the research were that communications in the organisation failed to be effective for a number of reasons, including both cultural and logistical problems. The cultural problems related to a lack of trust in the organisation by the management and the workforce, the perception of communications as management propaganda, and asyntonic communications between those involved, whilst logistical problems related to the inherent difficulties of communicating over a geographically distributed network. An organisational learning framework was used to explain the results. It is postulated that one of the principal reasons why change, either to the safety culture or to communications, did not occur was because of the organisation's inability to learn. The research has also shown the crucial importance of trust between the members of the organisation, as this was one of the fundamental reasons why the safety culture did not change, and why safety management systems were not fully implemented. This is consistent with the notion of mutual trust in the HSC (1993) definition of safety culture. This research has highlighted its relevance to safety culture and its importance for organisational change.
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Siperstein, Stephen. "Climate Change in Literature and Culture: Conversion, Speculation, Education." Thesis, University of Oregon, 2016. http://hdl.handle.net/1794/20450.

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This dissertation examines an emergent archive of contemporary literary and cultural texts that engage with the wicked problem of anthropogenic climate change. Following cultural geographer Michael Hulme, this project works from the assumption that climate change is as much a constellation of ideas as it is a set of material realities. I draw from a diverse media landscape so as to better understand how writers, artists, and activists in the global north are exploring these ideas and particularly what it means to be human in a time of climate change. How do individuals learn to live with climate change, that is, with a daily commitment to navigating these chaotic and unprecedented times? Whether a memoir or a novel, an alternate-reality storytelling game or a collection of agitprop posters, each of these texts call on us to imagine different kinds of selves, different kinds of communities, or different kinds of futures.  Just as the modes of inquiry practiced in the Environmental Humanities ask us to question the political, economic, and cultural status quo that has led to climate chaos, these texts also call on their audiences to engage in modes of transformative learning incited by this ongoing disorienting dilemma. The project thus also offers a set of ideas and practices for teaching climate change in literary and cultural studies. I argue that climate change poses both challenges and opportunities for educators in the Humanities, particularly in the context of its psychological impacts and emotional contours, and I suggest that transformative learning is a productive framework through which to understand such education. Ultimately, transformative climate change learning requires that students question their own assumptions and identities as well as exercise their cultural agency as a way of generating hope and working together to imagine and enact more just and sustainable futures.
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Chew, Lim Fee-yee. "Evolution of organisational culture : a Singapore experience /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18969173.

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Yeranossian, Tzovinar. "Changing Countries, Changing Cultures : A Qualitative Study of Cultural Change After Migration." Thesis, Uppsala universitet, Sociologiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-322920.

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In a time of globalization and multiculturalism, the discourses on migration and social issues have become increasingly focused on culture. Although cultural changes are considered an important part of integration processes, there is uncertainty about what these changes actually are, and how they come about. The purpose of this study is to examine how migrants define and experience culture and cultural changes, and how they construct these changes. Starting from an elaborated version of Ann Swidler’s concept of culture as a toolkit, and through interviews with 19 people who have migrated to Sweden, the study shows that people experience culture as permeating all aspects of their life, intimately linked to their social lives. They also actively use culture as a tool to negotiate between cultural preservation, and integration into a new society. In the process of cultural changes, culture is both the subject of change, and the method for their construction.
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Regjo, Kathryn S. "Program assessment and culture change| Understanding organizational culture change resulting from the development and implementation of student learning outcomes assessment at the program level." Thesis, University of Pennsylvania, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3635762.

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The following explores the phenomenon of perceived organizational culture change resulting from involvement in the establishment of program-level student learning outcomes assessment at colleges and universities. The goal of the research was to understand what elements of organizational culture may have changed on the part of the faculty and administration during the assessment development and implementation process, and how the combined effects may have shifted elements of organizational culture.

Two primary research questions guided the exploration of perceived organizational culture change. The first question focused on how the process of developing and implementing plans to assess student learning at the program level influences the attitudes, behaviors, values, and practices of faculty. The second question considered ways in which the assessment initiative changed or affected the program's organizational culture.

Critical to answering these research questions for each program studied was an understanding of the assessment development and implementation process. Further, it was important to identify and comprehend those decisions perceived most influential on the organizational culture of the program's faculty and administration.

The review of current knowledge supported and focused on research from the following four areas: 1. a basic history of assessment and the role of accreditation; 2. perceived cultural conflicts associated with assessment; 3. institutional interpretations of assessment; and, 4. research on organizational culture and the change process most relevant to higher education.

The researcher used the qualitative method of case study analysis and focused on efforts at three private liberal arts institutions. Selected from each institution were two programs of study that have successfully established learning goals and methods to measure student learning.

Across the three institutions and six programs studied, common themes and unique features emerged relative to the process of assessment development and the elements indicative of organizational culture change. Further, general assertions emerge concerning how the program's efforts affect attributes of organizational culture.

Both faculty and administrators may benefit from the conclusions of the research. Individuals charged with demonstrating academic integrity as well as those involved in the decision-making process regarding measuring student learning may also find the research valuable.

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Watson, Kevin, University of Western Sydney, of Arts Education and Social Sciences College, and School of Education and Early Childhood Studies. "Environmental attitudes : the Influence of culture." THESIS_CAESS_EEC_Watson_K.xml, 2002. http://handle.uws.edu.au:8081/1959.7/727.

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Public awareness of environmental problems and the need to work towards their solution have been heightened at international conferences for over two decades.Knowledge of the range of environmental perspectives and attitudes, and understanding the reasons for them, are important requirements for decision-making when dealing with global environmental issues. It is argued that culture may impact on environmental views and attitudes may shape worldwide views that give rise to them.In this study, Australian, Maldivian and Indonesian trainee teacher communities served as sources of data to examine the influence of culture on environmental attitudes. The three communities examined viewed the term 'environment' differently, and that was one reason for different environmental attitudes being exhibited.It was also found that knowledge about environments was obtained from different sources, and some individuals and communities exhibited both pro-New Environmental Paradigm and pro-Human Exemptionalist Paradigm views simultaneously. This is inconsistent with a western view of environmentalism. The findings have implications for environmental education curricula and the negotiation of global environmental issues.
Doctor of Philosophy (PhD)
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Ek, Charlotta, and Elin Storm. "Step by step vs. Culture : A strategy for managing change." Thesis, Linköping University, Project management, Innovations and Entrepreneurship, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-16591.

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Even though companies are facing a continuously changing environment, far from all businesses manage to succeed with their organizational changes. (Olson, 2008) If wanting to meet market demands and avoid unnecessary costs it is important to ask the question if we can, in some way, predict, understand or influence the process of change. (Ahrenfelt, 2001) The purpose of this thesis is to determine if life-cycle theories can be used exclusively when planning and managing a process of change. To answer the purpose, the thesis is based upon a qualitative case study at Consafe Logistics group. Theobjective with the empirical studies, executed through nine interviews with various managers, was to determine whether or not life-cycle models and organizational culture can be of assistance when managing change. The studies showed that the opinions differ between the respondents and that the topics internal communication and documentation were frequently brought up during the interviews.

Theoretically, this thesis addresses different life-cycle change theories and an alternative model for implementing change through organizational culture. Furthermore the theoretic section considers the areas Project organization, Leadership in processes of change, Knowledge, competence & education, Internal communication and Documentation. The thesis showed that applying life-cycle theories to a change can be of limited use since there are big difficulties in placing the different activities throughout the change in achronological order. The theories can be used however to highlight the relationship between activities which can be useful for making time savings. Irrespective of the order activities are managed in a process of change, measurable goals, feedback and support throughout the process are central for the change’s outcome. This thesis has resulted in a general life-cycle model for managing organizational change based upon existing theoriesand empirical studies. Finally, culture and inertia are described as two factors that either facilitate or inhibit the success of the change depending on how they are managed.

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Sahin, Asu. "Manifestations Of Curriculum Change On Organizational Culture: Teachers&#039." Phd thesis, METU, 2012. http://etd.lib.metu.edu.tr/upload/12614303/index.pdf.

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The purpose of this study was to examine the manifestations of curriculum change on organizational culture of a primary school, with a specific focus on the culture of teachers. In this study, phenomenological design was used to investigate what meanings teachers attached to the changing nature and structure of their work, through the examination of the organizational culture of one primary school located in Ankara. Data were collected through face-to-face semi-structured teacher interviews aiming to find out the meaning of curriculum change and its manifestations on teacher culture for them. Findings revealed that although teachers perceived the change as a threat at the initiation process due to their experiencing lack of choice, they later expressed approval of the values and beliefs of the constructivist curriculum. However, when their meanings and perceptions regarding implementation are examined, it seems that the constraints regarding implementation are more decisive than these values and beliefs. Besides, it was found that teachers mostly defined factors outside them as constraints to their implementation of the curriculum, such as physical limitations or insufficient in-service training. Finally, findings showed that the working lives of teachers outside the classroom manifested change especially in aspects like lesson planning and preparation, and cooperation among teachers.
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Reiss, Veronica Raffaela Sophie. "Viennese planning culture : understanding change and continuity through the Hauptbahnhof." Thesis, University of British Columbia, 2017. http://hdl.handle.net/2429/62893.

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Today, cities across the globe face a multitude of similar challenges – climate change, new disruptive technologies, new conceptions of both labour and capital, and mass migration, among others; simultaneously, planning scholars are continually acknowledging the diversity of both the conception and practice of planning around the world. As such, the concept of planning cultures has grown in recognition and importance. While the literature around planning cultures grows, few area specific studies have been completed. This thesis seeks to contribute to the understanding of the planning culture of Vienna, Austria, through an exploration of the history of urban planning in Vienna and through a contemporary case study of the planning of the Vienna Hauptbahnhof project, the recently completed central train station. This thesis seeks to expand the understanding of planning processes, practices, and outcomes in Vienna, a city world renowned for its affordable and social housing, as well as for its high quality of life.
Applied Science, Faculty of
Community and Regional Planning (SCARP), School of
Graduate
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Kumar, Vijay, of Western Sydney Nepean University, Faculty of Business, and School of Management. "Organisation culture : definition, values, change and participation in two shires." THESIS_FB_MAN_Kumar_V.xml, 2000. http://handle.uws.edu.au:8081/1959.7/571.

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Despite the large number of studies of organisation culture, there are still gaps in the current literature, in particular concerning the way in which culture is defined, how values are disseminated and reinforced, and how employees contribute to culture change. This thesis examines these gaps via research carried out in two local councils in New South Wales, namely Wollondilly and Wingecarribee Shire Councils, specifically focusing on their tourism departments. The research reports on the following: how organisation culture is defined and shaped in an organisation; the values of an organisation and how they are disseminated and reinforced on a day-to-day basis; and, the contribution employees make to culture change. Moreover, the thesis will examine the organisational members own definition of culture as a way of examining some of the definitions in the literature. The data for this study comprises interviews, questionnaires, surveys, personal observation and secondary sources. The study demonstrates council staff’s views on culture, and how culture is defined by, and embedded in, an organisation. Through examining the organisation members’ own views of culture, values and their participation, the thesis aims to contribute to the literature on organisation culture by more closely aligning definitions from the literature with empirical data from case studies of organisations
Masters in Commerce (Honours)
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Kumar, Vijay. "Organisation culture : definition, values, change and participation in two shires /." View thesis, 2000. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20031121.113358/index.html.

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Thesis (M. Comm.) (Hons.) -- University of Western Sydney, Macarthur, 2000.
A thesis presented to the University of Western Sydney, Macarthur, in partial fulfilment of the requirements for the degree of Masters in Commerce (Honours), December, 2000. Bibliography : leaves 154-160.
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Brown, Mary Louise. "Culture, change and individual differences in the Scottish Episcopal Church." Thesis, Robert Gordon University, 2007. http://hdl.handle.net/10059/454.

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There is continuing interest in religion and spirituality in Britain, although membership of mainstream churches is declining. Perceived secularisation of contemporary British society, together with increasing competition from ‘New Age’ movements, is causing many churches to review their approach to mission. This study considers the impact of the Scottish Episcopal Church’s strategy, Mission 21, during 1999-2004, initially under the controversial leadership of Primus Richard Holloway. Its explicit aim was to create a ‘postmodern’ church, attractive to those ‘on the margins of faith’. The research discovered that managerial and sociological approaches alone are insufficient to understand meaning and change in organisations, and that unique insights into the cultural change process may be gained from understanding of psychological individual differences, both of organisations and their members. In this case the instrument used was the Myers Briggs Type Indicator (MBTI) and derived Keirsey Temperament Sorter (KTS). A case study approach was adopted to develop theory grounded in the data, collected from grass roots congregations in the shape of MBTI profiles of clergy and key players, and a repertory grid analysis of the clergy role; and at strategic level with a participant observation study. Clergy were expected to be spiritual enactors of worship, leaders and managers of resources, and, most importantly for congregational key stakeholders of all personality types, to minister to congregations’ emotional needs. This tended to inhibit their ability to drive through culture change. The Church’s culture appeared predominantly traditionalist, although there was also evidence of a more liberal and mystical strain. However, the aim by Holloway to attract the interest of ultra-liberals was seen to extend the Church’s ‘market niche’ further than could be sustained even in a relatively heterogeneous culture. The research indicated that change in a faith-based organisation, concerned with people’s deepest emotions and anxieties, cannot ignore individual differences at the expense of managerial factors when understanding of the former provides a unique insight into the change process.
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Merican, W. Rohana A. "Organizational culture and change : assessing impact in British Higher Education." Thesis, University of Strathclyde, 1993. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21273.

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This study examines the efforts of British university management to cope with the rapid environmental change experienced during the past fifteen years. Central to these efforts has been the attempt to adopt a more business like approach to management and to inculcate a customer oriented culture amongst staff through training and development. This study explores key assumptions underlying this strategy of change. First, that organization cultures can indeed be managed by development and training initiatives. Second and more specifically, that training can produce the desired attitude towards customers. To do this, the literature on organization culture and change was critically reviewed to establish both a theoretical and empirical bases for the present study. From the review the operational definition of "culture as meaning" was developed and a distinctively eclectic methodological approach was created. Also an additional hypothesis was added, namely that research and instrument design crucially influence the recorded change in attitude and culture indicated by previous studies, that is, the apparent success of intervention was a function of the mode of measurement adopted. The results of the study indicate that, if measurement effects are controlled for, training has no systematic impact at all on attitudes. The key influence on attitude is the total experience of working within a particular organization (the "being there" factor), and that only a holistic approach to organizational development would be feasible. Ad hoc initiatives cannot bring about the desired change.
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Fawbert, John Keith. "Representations of change : class, community, culture and replica football shirts." Thesis, Leeds Beckett University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.440349.

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Thambiah, Shanthi. "Culture as adaptation : change among the Bhuket of Sarawak, Malaysia." Thesis, University of Hull, 1995. http://hydra.hull.ac.uk/resources/hull:3712.

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Adesina, Anthonia. "Diversity officers : symbols of diversity-oriented organizational culture change programmes." Thesis, Cardiff University, 2017. http://orca.cf.ac.uk/106475/.

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As British society becomes increasingly more diverse, the concept of managing organizational diversity has become progressively more relevant. Theoretical developments within this field have increasingly argued that the adoption of, and approach to, diversity management by organizations is based on either the business case arguments or the moral justification arguments or sometimes on a combination of both. However, insights integrating diversity management approaches with micro and macro-organizational influences remain conceptual. Furthermore, while theoretical developments in the field of diversity management have increasingly associated successful diversity management with wider organizational culture change programs, there has been no empirical evaluation of the processes involved. This thesis explores the role of diversity officers in the implementation of diversity-oriented culture change programs. This research focuses on a single case study of an NHS organization within the United Kingdom. The evidence provided is based on observation data obtained within a 6 month period of shadowing the diversity officer within this organization. Alongside these are data obtained from 48 semi-structured interviews with employees across hierarchical and functional areas in the organization. These were supplemented by archival data, as well as data obtained from informal conversations, attendance at meetings and events and training sessions. The values-based approach adopted in this thesis recognizes diversity officers as crucial players within the field of organizational diversity management. This thesis concludes that contrary to literature which suggests that the existing values, experiences and attitudes of diversity officers determine the organization’s approach to equality and diversity management, this approach is determined by the influence of existing influential micro and macroorganizational factors. This thesis also reveals the invaluable influence of the position of diversity officers on the process of organizational culture change; highlighting their influence on the processes of realization and symbolization involved in the progression of organizational culture change.
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49

Zempter, Christina M. "Community, Culture, and Change: Negotiating Identities in an Appalachian Newsroom." Ohio University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1534324628842816.

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50

Drass, Richard. "Culture change on the eastern margins of the Southern Plains /." Full-text version available from OU Domain via ProQuest Digital Dissertations, 1995.

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