Cultural change in a business enterprise: studying a major organizational change and its impact on culture
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Helsinki
Helsinki School of Economics and Business Administration
1991
|
| Schriftenreihe: | Kauppakorkeakoulu <Helsinki>: Acta Academiae Oeconomicae Helsingiensis / A
80 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Zugl.: Helsinki, Helsinki School of Economics and Business Administration, Diss. |
| Beschreibung: | 208 S. |
| ISBN: | 9517020104 |
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Datensatz im Suchindex
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| adam_text | TABLE OF CONTENTS
page
1. INTRODUCTION 9
Growth of organizational culture research in the 1980s.. 10
Argumentation in studies of organizational culture
change 12
Primary questions of this study 14
Structure of the study 15
2 . CULTURE, ORGANIZATIONAL CULTURE, AND UNIQUENESS 16
2.1. What is meant by the concept of culture 16
2.2. Arguments for the cultural nature of organizations 18
2.2.1. Schools of anthropology and the concept of
culture 18
2.2.2. Organizing and the culture of a working
community 20
2.3. Meaning given to organizational culture 22
2.4. Strength of organizational cultures 25
2.4.1. Stability as a basis for a strong
organizational culture 25
2.4.2. Strong organizational culture and financial
performance 27
2.4.3. Subcultures and countercultures 28
2.5. Organizational culture and its environment 29
2.5.1. Metacultural approach to culture 29
2.5.2. Organizations as cultural products of
their era 31
2.6. Aspects of organizational culture emphasized in
this study 3 3
3. PRIOR RESEARCH ON THE CREATION AND CHANGE OF
ORGANIZATIONAL CULTURES 35
3.1. Creation of organizational culture 35
3.1.1. Conditions for the birth of culture in any
community 35
TABLE OF CONTENTS (continued)
page
3.1.2. How individuals grow into a culture 37
Underlying social psychological process 37
Role of leadership and organizational
structure 39
3.1.3. The question of subjectivity and
objectivity 40
Creation of culture as a dialectic process.. 40
Creation of institutions 42
3.2. How cultures change in business organizations 44
3.2.1. Cultural change as an object of study 45
Difference between the concepts of change
and development 45
Value dependency of interpretations of
cultural change 46
Ethics and cultural change 47
3.2.2. Arguments in favor of the unpredictability
of cultural change 49
Inertia of cultural change 49
Importance of the environment 50
Multilevel nature of culture 51
Resistance to change 52
3.2.3 Arguments in favor of cultural change by
intentional effort 53
Superficial nature of organizational culture 53
Life cycle approach to organizations 54
Managerial tools supporting cultural change 55
Cultural change as a learning process 57
3.2.4. Productivity and cultural change in an
enterprise 58
Business organizations as a context of
change 58
Productivity and cultural change 60
3.2.5. Categories of discourse on cultural change
in organizations 61
3.3 Critical assessment of prior research and the
focus of this study on cultural change 63
4 . PROBLEMS AND METHODOLOGY OF THE STUDY 66
4.1. Problems of study 66
TABLE OF CONTENTS (continued)
page
4.2. Methodology of cultural research and questions of
validity 67
4.2.1. Methodological trends in studies of culture 67
4.2.2. Stories as cultural artifacts 70
4.2.3. How to increase the validity of cultural
analysis 71
4.3. Carrying out the empirical research 72
4.3.1. Criteria for selecting FENIX as the object
of study 72
4.3.2. Collection of data for the cultural
description and completion of fieldwork 74
Stories about the change 74
Minutes of meetings 78
Tales and anecdotes about old times 78
Other observations 79
Completion of fieldwork 7 9
4.4. Methodological appraisal 80
4.4.1. Tools used to improve the validity of the
study 80
4.4.2. Appraisal of the validity of ex post study.. 82
4.4.3. Assessment of the interview method 83
5. CULTURE AND ITS CREATION IN THE FIRM FENIX1 IN 1958 85 86
A. Life cycle of the firm and birth of its culture 86
5.1. Early years, 1958 73 86
5.1.1. Founding the firm 86
5.1.2. After the first project 87
5.1.3. Establishment of development activities 87
5.1.4. Starting the production of ski poles 89
5.2. Entrepreneur centered period of growth, 1973 80.... 90
5.2.1. New factories 91
5.2.2. Development of financial performance 96
5.2.3. Focus of operations 97
5.3. Weakening of financial performance and change of
ownership in 1985 99
5.3.1. Situation in production 99
5.3.2. New projects 100
5.3.3. Reasons for financial weakening 102
5.3.4. Change of ownership 105
5.4. Role of FENIX in the branch of industry and birth
of its culture 108
TABLE OF CONTENTS (continued)
page
B. Description of the organizational culture of FENIX 110
5.5. Special cultural characteristics of the
organization prior to 1985 110
5.5.1. Assessment of the strength of organizational
culture 110
High commitment to the firm Ill
Unigueness of the firm in the eyes of
newcomers 113
Social networks as a basis for work
practices 115
Summary of the assessment 116
5.5.2. Assessment of the quality of organizational
culture 119
Innovativeness 119
Initiative 122
Spontaneity 125
Sense of togetherness 130
Summary of the assessment 135
5.5.3. Examination of subcultures in FENIX 136
Corporate core culture and the two factories 13 6
Subcultural features among factory workers.. 137
Discordant voices among the personnel 138
Women s subculture 140
Relationship to the core culture 142
6. DESCRIPTION AND THEORETICAL ASSESSMENT OF CULTURAL
CHANGE IN THE FIRM FENIX 144
6.1. Establishment of the organizational change program 144
6.1.1. Objectives of the program 144
6.1.2. Content of the change program 14 5
6.2. Organizational culture of FENIX in 1988 148
6.2.1. Changes in cultural quality 148
Innovativeness vs. reliance on numbers 148
Initiative vs. predictability 152
Spontaneity vs. planning 155
Sense of togetherness vs. formal relation¬
ships 159
Summary of the changes in the quality of
culture 162
TABLE OF CONTENTS (continued)
page
6.2.2. Change in cultural strength 164
Signs of loss of uniqueness 164
Weakening of social memory 166
Breakdown of networks of cooperation 166
Loss of meaning as part of an individual
experience world 167
Feelings among the organizational members... 170
List of findings supporting the idea of
a weak culture 170
6.3. Organizational change program and its impact on the
change in organizational core culture 172
6.3.1. Summary of the findings about cultural
change in FENIX 172
6.3.2. Impact of the organizational change program
on the cultural quality of FENIX 174
Program objectives vs. the observed change.. 174
Operating channels of the program 17 5
Financial crisis in support of change 178
Resistance of the organizational members to
cultural change 178
6.3.3. Why the strong organizational culture
turned weaker 180
Implementation of the organizational change
program 180
Central role of experiences 183
6.4. Overview of the findings in the mirror of prior
theoretical discourse 184
6.4.1. The change program as part of business
metaculture 184
6.4.2. Discourse about slowness of cultural change 186
7. FINAL REMARKS 189
7.1. Summary of the problems and conclusions of the
study 189
7.2. Thick and thin stories of organizational
culture 192
7.3. Suggestions for future research 195
REFERENCES 197
LIST OF FIGURES AND TABLES
Fig. 1. Process of cultural change as an object of this
study 15
Fig. 2. Organizational culture in the context of other
cultures 32
Fig. 3. The overlapping and parallel nature of culture
for an individual 36
Fig. 4. The two dimensions of change in organizational
culture 65
Fig. 5. Organizational structure of FENIX at the beginning
of the 1980s 94
Fig. 6. Development of number of personnel in FENIX 96
Fig. 7. Findings supporting the existence of a strong
culture in FENIX 118
Fig. 8. Position of the owner manager in the organization
of FENIX as illustrated by his subordinates 131
Fig. 9. Organization chart of FENIX in 1986 88 146
Fig. 10. Findings indicating the existence of a weak culture
in FENIX and comparison with traits in Figure 7.... 171
Fig. 11. Change in the focus of self evidences in the
culture of FENIX 173
Fig. 12. The two dimensional change of the organizational
culture of FENIX during 1958 88 174
Fig. 13. Change in the inner and outer meaning worlds of the
strong culture of FENIX 181
Table 1. Creation of networks as part of the strong culture
of FENIX 117
Table 2. List of self evidences characterizing the ideal
employee and way of working in FENIX prior to 1985 135
Table 3. Changes of the self evidences characterizing the
ideal employee and way of working in FENIX 163
Table 4. Impact of the organizational change program on the
quality of the culture of FENIX 177
Table 5. Impact of the organizational change program on the
strength of the culture of FENIX 182
|
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| indexdate | 2024-07-09T17:28:23Z |
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| spelling | Aaltio, Iiris Verfasser (DE-588)12955992X aut Cultural change in a business enterprise studying a major organizational change and its impact on culture Iiris Aaltio-Marjosola Helsinki Helsinki School of Economics and Business Administration 1991 208 S. txt rdacontent n rdamedia nc rdacarrier Kauppakorkeakoulu <Helsinki>: Acta Academiae Oeconomicae Helsingiensis / A 80 Zugl.: Helsinki, Helsinki School of Economics and Business Administration, Diss. Corporate culture Organizational change Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Unternehmenskultur (DE-588)4131484-0 s Organisationswandel (DE-588)4075693-2 s DE-604 A Kauppakorkeakoulu <Helsinki>: Acta Academiae Oeconomicae Helsingiensis 80 (DE-604)BV008914862 80 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005951583&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Aaltio, Iiris Cultural change in a business enterprise studying a major organizational change and its impact on culture Corporate culture Organizational change Unternehmenskultur (DE-588)4131484-0 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4131484-0 (DE-588)4075693-2 (DE-588)4113937-9 |
| title | Cultural change in a business enterprise studying a major organizational change and its impact on culture |
| title_auth | Cultural change in a business enterprise studying a major organizational change and its impact on culture |
| title_exact_search | Cultural change in a business enterprise studying a major organizational change and its impact on culture |
| title_full | Cultural change in a business enterprise studying a major organizational change and its impact on culture Iiris Aaltio-Marjosola |
| title_fullStr | Cultural change in a business enterprise studying a major organizational change and its impact on culture Iiris Aaltio-Marjosola |
| title_full_unstemmed | Cultural change in a business enterprise studying a major organizational change and its impact on culture Iiris Aaltio-Marjosola |
| title_short | Cultural change in a business enterprise |
| title_sort | cultural change in a business enterprise studying a major organizational change and its impact on culture |
| title_sub | studying a major organizational change and its impact on culture |
| topic | Corporate culture Organizational change Unternehmenskultur (DE-588)4131484-0 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Corporate culture Organizational change Unternehmenskultur Organisationswandel Hochschulschrift |
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