Strategic Change and Organizational Culture at Hay Management Consultants

Long Range Planning

Volumn 29, Issue 4, 1996, Pages 485-494

  Heracleous, Loizos ^b   Langham, Brian ^a  

^a Hay Management Consultants   (United Kingdom)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0010618676     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/0024-6301(96)00040-4     Document Type: Article

References (38)

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2. G. Burrell and G. Morgan, Sociological Paradigms and Organisational Analysis, Gower, Hants (1979); A. Giddens, The Constitution of Society, Polity, Cambridge (1984).
3. See C. Geertz, The Interpretation of Cultures, Basic Books, New York (1973) for an explanation of the semiotic approach to ethnography; E. Schein, The Clinical Perspective in Fieldwork, Qualitative Research Methods Series, Sage, CA (1987) for a discussion of the characteristics of action research.
4. See C. Geertz, The Interpretation of Cultures, Basic Books, New York (1973) for an explanation of the semiotic approach to ethnography; E. Schein, The Clinical Perspective in Fieldwork, Qualitative Research Methods Series, Sage, CA (1987) for a discussion of the characteristics of action research.
5. For a discussion of the merits of triangulation see T. Jick, Mixing qualitative and quantitative methods: triangulation in action. Administrative Science Quarterly 24, 602-611 (1979).
6. Using a culture-deciphering process described by E. Schein, Organizational Culture and Leadership, 2nd edn, Josey-Bass, San Francisco, CA (1992).
7. G. Johnson, Strategic Change and the Management Process, Blackwell, Oxford (1987); A. M. Pettigrew, The Awakening Giant: Continuity and Change in ICI, Blackwell, Oxford (1985).
8. G. Johnson, Strategic Change and the Management Process, Blackwell, Oxford (1987); A. M. Pettigrew, The Awakening Giant: Continuity and Change in ICI, Blackwell, Oxford (1985).
9. H. Mintzberg, Opening up the definition of strategy, In J. B. Quinn, H. Mintzberg and R. M. James (eds), The Strategy Process: Concepts, Contexts and Cases, pp. 13-20, Prentice-Hall, Englewood Cliffs, NJ (1988).
10. P. M. Ginter, A. C. Rucks and W. J. Duncan, Planners' perceptions of the strategic management process. Journal of Management Studies 22 (6), 581-596 (1985).
11. G. Johnson, Strategic Change and the Management Process, Blackwell, Oxford (1987); G. Johnson, Managing strategic change - strategy, culture and action, Long Range Planning 25 (1), 28-36 (1992).
12. G. Johnson, Strategic Change and the Management Process, Blackwell, Oxford (1987); G. Johnson, Managing strategic change - strategy, culture and action, Long Range Planning 25 (1), 28-36 (1992).
13. See E. Schein (1992) op. cit.
14. Y. Allaire and M. E. Firsirotu, Theories of organizational culture, Organization Studies 5 (3), 193-226 (1984).
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18. G. Johnson (1987) op. cit.; G. Johnson, Managing strategic change: the role of symbolic action, British Journal of Management 1, 183-200 (1990); G. Johnson, Rethinking incrementalism, Strategic Management Journal 9, 75-91 (1988).
19. G. Johnson (1987) op. cit.; G. Johnson, Managing strategic change: the role of symbolic action, British Journal of Management 1, 183-200 (1990); G. Johnson, Rethinking incrementalism, Strategic Management Journal 9, 75-91 (1988).
20. See E. Schein (1992) op. cit.
21. Where the differences among organisational subcultures are substantial, then the organisational paradigm can be limited to any beliefs and assumptions that are relatively commonly shared. Alternatively, it may be useful to produce different cultural webs.
22. G. Johnson (1987) op. cit.; A. M. Pettigrew (1985) op. cit.
23. G. Johnson (1987) op. cit.; A. M. Pettigrew (1985) op. cit.
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25. J. Hendry, Rational planning in a non-rational world Part I: Strategy formation and the policy context. Journal of General Management 20 (4), 54-64 (1995); J. Hendry, Rational planning in a non-rational world Part II: Competing strategy programmes, Journal of General Management 21 (2), (1995).
26. H. Mintzberg, The fall and rise of strategic planning, Harvard Business Review, January-February, 107-114 (1994).
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29. L. R. Pondy, The role of metaphors and myths in organization and in the facilitation of change. In L. R. Pondy et al. (eds). Organizational Symbolism, pp. 157-166, JAI Press, Greenwich, CT (1983).
30. J. P. Kotter and L. A. Schlesinger, Choosing strategies for change. Harvard Business Review, March-April (1979).
31. G. Johnson (1990) op. cit.
32. K. Lewin, Frontiers in group dynamics I, Human Relations 1 (1), 5-41 (1947); L. Coch and R. French, Overcoming resistance to change, Human Relations 2 (4), 512-532 (1948).
33. K. Lewin, Frontiers in group dynamics I, Human Relations 1 (1), 5-41 (1947); L. Coch and R. French, Overcoming resistance to change, Human Relations 2 (4), 512-532 (1948).
34. A. A. Armenakis, S. G. Harris and K. W. Mossholder, Creating readiness for organizational change. Human Relations 46 (6), 681-703 (1993).
35. Unpublished comparative research by A. Decker for an MBA degree at Henley Management College (1993).
36. M. Tampoe, Motivating knowledge workers - the challenge for the 1990's, Long Range Planning 26 (3), 49-55 (1993): The general ranking of these motivators is personal growth, operational autonomy, task achievement and money.
37. See K. Lewin (1947) op. cit.
38. See M. Tampoe (1993) op. cit.