Analysis of a cultural change in a Spanish telecommunications firm

Abstract

This paper analyzes the efforts made by the Telefonica Group (the main Spanish firm in the telecommunications sector) to evolve from a bureaucratic culture to another oriented towards total quality and the customer. The need for this change came as a result of the liberalization in the telecommunications sector in the early 1990s. Through an analysis of the internal documents generated in the process, and also by means of several interviews with executives and consultants who took part in the design and introduction of the change mentioned above, we study the validity and effectiveness of the steps taken. The methodology used by the firm was based on the``bubble-like'' (from one division to the whole organization) and``cascade-like'' (from the top management to the lowest levels) implementation systems, based on the support of strong training, communications and participation programmes.

Aprendizaje Organizacional. Una Aproximación en Universidades Públicas

“…En este orden de ideas, la estrategia para el enfrentar cambios en la organización deberá estar enmarcada en una cultura organizacional sólida, que permee todo el contexto empresarial, pues esta actúa como fi ltro a través del cual se percibe la realidad a la que se enfrenta el sector empresarial mundial (Claver, et al, 2000;Beaver & Carr, 2002;Azuaje, 2005;Diefenbach, 2007;Cohen, 2007y Riad, 2007, Prieto et al, 2015. Por tal razón, se hace relevante que el personal reconozca la existencia de situaciones cambiantes y se comprometa a actuar en favor de ellos, requiriendo procesos de comunicación, educación, par cipación y apoyo en el personal.…”

Organizational Culture and Performance Measures in Greek Telecommunication Industry

“…Another cultural analysis has been conducted by Claver et al, (2000), who studied the case of Telefonica Group. The firm was a state-owned monopoly until 1998 when the market liberalization was reached.…”

“…Senior management understood in time that organizational change was needed almost 9 years before market"s liberalization. Cultural change aimed on explaining to the employees, how to do things correctly, from the customer"s point of view, at the lowest possible cost (Claver et al, 2000). Nowadays, Telefonica Group is one of the leading telecommunication companies worldwide, with more than forty million clients and still maintains its leadership in Spain.…”

Unions’ response to corporate restructuring in Telefónica: locked into collective bargaining?

“…The historical role of the firm in the introduction of telephony in Spain and its contribution to technological development made it a national symbol and a "real power within the State" (Bustamante, 2000, p. 440). During the time of the state monopoly, characterized by the absence of business cycle fluctuations, the firm developed a strong bureaucratic culture in which all its employees had a job guaranteed for life and above average wages (Claver et al, 2000). Telefónica was deemed to have "mother-like" characteristics, which were further strengthened its esprit de corps (espíritu telefónico) (Del Bono, 2002).…”