cover of Changing Organizational Culture: Cultural Change Work in Progress

Changing Organizational Culture

Cultural Change Work in Progress

By Mats Alvesson, Stefan Sveningsson

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About the Book

How do people react to significant organizational change? Do we see ourselves as helping change to come about, or allowing change to happen around us? How can we adapt more easily to change?

Based around an illuminating extended case-study, this important text uncovers the reality of organizational change. From planning and inception to project management and engagement, this book explores the views and reactions of various stakeholders undergoing real-life change processes. Drawing on theories of organizational culture, it helps us to understand how organizations can promote change without alienating the people needed to implement it.

Changing Organizational Culture represents an original and timely addition to the literature on organizational change. It is vital reading for all students, researchers and practitioners working in organizational theory and behaviour, change management and HRM.

Table of Contents

Section 1: Perspectives on Organizational Change 1. Introduction 2. Organizational Culture 3. Organizational Change Section 2: Change Work in Practice – A Close Up Study 4. The Case – and how We Studied It 5. A Cultural Change Project I: Background and Design 6. A Cultural Change Project II: Implementation and Outcomes Section 3: Crucial Issues in Cultural Change Work 7. Immobilized Engagement – Lack of Consistency and Expressiveness in Cultural Change Work 8. Disconnected Work: Cultural Change Efforts Discoupled 9. Hyper-Culture Section 4: Getting into the Substance of Organizational Culture 10. ‘Real’ Culture: Manifestations and Reproduction of Culture at TC 11. Lessons for Cultural Change Actors - and for Others