The factors affecting organisational culture.
To what extent can
managers influence the culture of their organisation?
Decades of change in economies of scale (e.
g.
globalisation), organising work (e.
g.
esolutions), knowledge sharing (e.
g.
internet),...
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The factors affecting organisational culture.
To what extent can
managers influence the culture of their organisation?
Decades of change in economies of scale (e.
g.
globalisation), organising work (e.
g.
esolutions), knowledge sharing (e.
g.
internet), process and production technology (e.
g.
nano-technology), social norms (e.
g.
gender issues) etc.
have initiated a cataclysmic
shift in organisational and cultural paradigms.
Goffee and Jones (1996: 146) research
suggests, that ‘over the last decade, a number of large, well-established companies with
strong cultural traditions have been forced, mostly through competitive threat, to
change their culture’.
Unwillingness or incapability to do so might lead to sustainability
problems (Scott).
Pop-management writings share a lot of optimism in how managers can reshape, reengineer, reorganise, restructure and change their organisations and organisational
culture.
Academically planned organisational cultural change is recognised as
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