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Managing organizational culture: compliance or genuine change?

Ogbonna, Emmanuel Okechukwu and Harris, Lloyd C. 1998. Managing organizational culture: compliance or genuine change? British Journal of Management 9 (4) , pp. 273-288. 10.1111/1467-8551.00098

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Abstract

The issue of managing culture is of key importance within management theory and practice. A number of extant studies have found that attempts to ‘manage’ culture frequently degenerate into the enforcement of espoused behaviours. The objective of this paper is to provide empirical evidence and discussion of the consequences of management attempts to change culture. The paper reviews existing theory pertaining to organizational culture change and presents the desire to control as the rationale for management attempts to modify culture. After a brief discussion of the research design and methodology employed, the findings of a single case study are presented. The findings suggest that within the case study organization, a recent change initiative had resulted in changes to material manifestations, behaviours and in some cases values. However, it is noted that modifications to values could be the result of ‘instrumental value compliance’. The paper culminates with conclusions, implications and suggestions for further research.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Publisher: Wiley-Blackwell
ISSN: 1045-3172
Last Modified: 04 Jun 2017 06:35
URI: http://orca-mwe.cf.ac.uk/id/eprint/62446

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