Organizational Culture Change

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The fact and fantasy of organizational culture management: a case study of Greek food retailing Cardiff Business School, Cardiff University, Colum Drive, Cardiff, CF10 3EU, UK Abstract
The management, manipulation or interference in organizational culture has become central to many theories and prescriptions of management. However, despite frequent prescriptions to manage culture in diverse national contexts, little empirical evidence has been forwarded in contexts other than the UK and the US. The current study is designed to overcome the limitations of existing studies through the critical review of culture management in a novel context—in this case, Greek food retailing. The aim is to provide empirical evidence regarding the fact and fantasy of Hellenic culture management. The paper begins with a brief overview of organizational culture literature and in particular culture management studies. After an explanation of the research design and methodology adopted, the analysis of a culture change effort study is presented and discussed. Four main findings emerge regarding: (1) the context of the change, (2) the espoused and perceived rationale for culture management, (3) the nature and process of the change programme and (4) the perceived impact of these changes on the organisation and its members. The paper culminates with a series of conclusions and implications of interest to both theorists and practitioners. Author Keywords: Organizational culture; Organizational culture management; Culture change; Culture management; Food retailing; Greek retailing Article Outline

5.4.3. Shopfloor impacts
References
{text:bookmark-start} {text:bookmark-end} 1. Introduction
However, despite frequent prescriptions to manage organizational culture in diverse national contexts (see Fey et al., 1999; Parry, 2000), little empirical evidence has been forwarded in contexts other than the UK and the US. The gap in extant knowledge is such that a number of theorists have called for additional empirical research into organizational culture management in novel contexts (see for example Ogbonna and Harris, 1998). The current study is specifically designed to overcome the limitations of existing studies through the critical examination of organizational culture management in a (comparatively) novel context—in this case, Greek food retailing. The aim is to provide rich empirical evidence regarding the fact and fantasy of Hellenic culture management. The paper begins with a brief overview of organizational culture literature and in particular culture management studies. After an explanation of the research design and methodology adopted, the analysis of a culture change effort study is presented and discussed. The paper culminates with a series of conclusions and implications of interest to both theorists and practitioners. {text:bookmark-start} {text:bookmark-end} 2. Examining organizational culture In order more to fully appreciate the complexities of organizational culture management, it is first worthwhile elucidating the concept of culture. Given, space restrictions, this is most parsimoniously achieved through a brief overview of the more common perspectives, typologies and conceptualisations of culture. {text:bookmark-start} {text:bookmark-end} 3. Organizational culture management {text:bookmark-start} {text:bookmark-end} 4. Research methods {text:bookmark-start} {text:bookmark-end} 5. Findings

The analysis of case study findings led to a number of interesting insights into the rationale, nature, process and impact of Islaco's culture change programme. Whilst a number of interesting findings emerged, four main issues are of particular interest: (1) the context of the change, (2) the espoused and perceived rationale for culture management, (3) the nature and process of the change programme and (4) the perceived impact of these changes on the organisation and its members. These are discussed in turn below....
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