Changing Organizational Culture (2^nd Ed.) Cultural Change Work in Progress

How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it?

In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects.

This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors? own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com.

Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.

Part I: Perspectives on Organizational and Cultural Change 1. Introduction 2. Organizational Change 3. Organizational Culture and Change Part II: Change Work in Practice – A Close-Up Study 4. The Case – and How We Studied It 5. A Cultural Change Project I: Background, Objectives and Design 6. A Cultural Change Project II: Implementation, Reception and Outcomes Part III: Crucial Issues in Cultural Change Work 7. ‘It Is Not So Damn Easy’ – Lack of Consistency and Expressiveness in Cultural Change Work 8. Disconnected Work: Cultural Change Efforts Decoupled 9. Hyperculture Part IV: Getting into the Substance of Organizational Change Work 10. Working with Culture vs Culture Working on Change Workers 11. Working with Change 12. Lessons for Cultural Change Actors and Others

Mats Alvesson is Professor of Business Administration at Lund University, Sweden.

Stefan Sveningsson is Professor of Business Administration at Lund University, Sweden.