As a former management practitioner, I recall a generally accepted view that changing organisational culture is difficult, so you should only attempt it if the organisational change that you are planning is so fundamental that cultural change is really necessary for its success. I have not, however, been able to find any academic publications that tackle the question of when it is necessary to attempt a change in organisational culture, and when the behavioural changes that are needed are sufficiently superficial to be able to be implemented successfully without cultural change being necessary. Are you able please to recommend any publications that address this?
The following paper talks about this unnecessary change. You may want to check it out.
Interactions between organisational cultures and corporate brands
L de Chernatony, S Cottam - Journal of Product & Brand …, 2008 - emerald.com
David, the issue of when is it necessary to change organisational culture is both an academically as well as practically tricky issue to address partly because different organisations face different challenges and have a variety of needs at various stages of their development and evolution. A couple of academic works that have attempted to address parts of the behavioural and deep seated taken-for-granted assumptions and values that are involved in such a complex issue as culture change include, but may not be limited to, the following:
Elsmore, P. (2017). Organisational Culture: Organisational Change?: Organisational Change?. Routledge.
Martins, N., & Martins, E. (2003). Organisational culture. Organisational behaviour: Global and southern African perspectives, 379, 400.
Harris, L. C., & Ogbonna, E. (1998). Employee responses to culture change efforts. Human Resource Management Journal, 8(2), 78-92.
Good luck with this project.
due to institutional resistance, changing of a culture becomes necessary when organizations fail, and this process of change often fails too
Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381-398.
You may want to explore this from the POV of need to change. Today we live in a VUCA world and so many changes are impacting every organization. Change has become inevitable and the culture which is facilitates quick adoption to change is the one to aspire for. If the organizational culture is already at this level of agility which can dynamically adopt to both long and short term changes to grow stronger, then we can say that such culture needs to be preserved and nurtured. This need not change. However, please don't equate culture to processes and practices which will be continuously evolving. Suggest you explore articles on organizational / business agility. Best regards, Stay safe.
I found some good articles about Business Agility on ResearchGate. Please explore.
Most organisations could do with a culture change. They tend to be Power and Structure / Process focused rather than Achievement and Support. Our research shows that almost all people in all positions in all countries would ideally like to see more achievement / support orientated cultures (human preference) but the historical status quo and centralised systems are a major barrier to change. See Chapter 10 of "Leading Beyond the Ego: How to Become a Transpersonal Leader" (Routledge, 2018).
Note: Even if an organisation has a good culture it should continuously be looking at evolving and improving.
Organizational underpins its success/failure. It becomes necessary to change when achievement of goals us stymied ed by the practices of the people. Culture is difficult to change but it is possible since it has component part.
The approach ought to be sitiational analysis to determine what element/component of the culture needs to be addresses. Thereafter, strategize to make the change
Changing organizational culture is indeed a great challenge but many leaders did succeed by practicing high-moral strategy of aiming at a high-trust culture by vulnerable involvement in employees' deliberations that enabled learning from them and with them to become phronetic transformational leaders. See my attached submitted-for-publication article and book.
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