If you want strategic change, don't forget to change your cultural artifacts

Higgins, James M.; McAllaster, Craig M.

doi:10.1080/1469701032000154926

Cited by 77 publications

(54 citation statements)

References 4 publications

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“…This process can be understood by structuration theory, according to which the pre-existing social structure guides and constrains the agency that transforms or reproduces the social structure (Giddens, 1984). To implement new ideas or systems in ways they are intended, the agency must consist of "a lot of soft wiring as well as hard wiring" meaning that new ideas as well as new systems are required to support them (Bate et al, 2000;Higgins and Mcallaster, 2004). The need for continuous change management during the whole transition period is an important lesson for firms and should be the basis for planning the implementation effort (Tsoukas and Chia 2002).…”

Section: Development Of Categoriesmentioning

confidence: 99%

The board: a change agent?

Kolltveit

Hennestad

Grønhaug

2012

Baltic Journal of Management

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Purpose -The purpose of this paper is to provide insight into why shareholders often claim dissatisfaction with the results delivered by their boards. A central reason is that boards fail to get their critical decisions effectively implemented. The paper also focuses on whether boards apply essentials developed in the change management discipline. Findings -The research indicates that boards apply rational and deterministic approaches to implement critical decisions. It also reveals that boards tend to overlook essentials from the change management discipline. The paper identifies the potential for improved board effectiveness in implementing critical decisions. Design Research limitations/implication -The main limitation of this research is thatseveral observations may threaten the generalizability of the findings. However, the limitations may provide opportunities for further research.Practical implications -Boards should motivate the chief executive officer and top management to apply a change management perspective in implementing critical decisions. To do so, board members must understand the critical decisions and ask appropriate questions.Originality/value -The main value of this paper pertains to the contribution regarding why shareholders claim dissatisfaction with board-delivered results.3

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Section: Development Of Categoriesmentioning

confidence: 99%

The board: a change agent?

Kolltveit

Hennestad

Grønhaug

2012

Baltic Journal of Management

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“…Bushardt, Glascoff and Doty (2011) refer to the importance of creating remuneration and award system aiming to create the system of employee satisfaction with work, regardless of in what intercultural environment the organization operates, as rapid technological change, political changes not only provide new opportunities but also the feeling of insecurity, so the aspect of motivation, incentive and award are important in human resources management. Waterman, Peters and Phillips, 1980;Fitzpatrick and Rubin, 1995;Schein, 2004;Bordia et al, 2004;Higgins and Mcallaster, 2004;Jagajeevan and Shanmugam, 2008;Bushardt, Glascoff and Doty, 2011;Hu et al, 2012;Bies, 2013;Ucbasaran et al, 2013;Haber, 2014;Taylor, 2014;etc. Organization structure Schein, 2004;Carroll and Harrison, 1998;Dahlgaard et al, 2013;Ling, 2011;Dupuis, 2014; etc.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Higgins and Mcallaster (2004) indicate that all changes of cultural artefacts help to strengthen the new strategy, that is why while seeking for strategic changes it 298 Jolita Vveinhardt, Regina Andriukaitiene ISSN 2071-789X INTERDISCIPLINARY APPROACH TO ECONOMICS AND SOCIOLOGY is important not to forget to change their own cultural artefacts, i.e., make the necessary changes in the organizational structure, management of systems and processes, adjust the staff leadership style. According to Jagajeevan and Shanmugam (2008), good organizational culture not only gives direction to the organization, directs individuals to achieve the organization's goals, but also promotes change processes.…”

Section: Literature Reviewmentioning

confidence: 99%

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Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

Vveinhardt¹,

Andriukaitienė²

2017

Economics &Amp; Sociology

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ABSTRACT. The article is theoretically based on management culture as part of the formal organizational culture, separately reviewing some of its elements. Expert evaluation organization, process and results of the instrument shaped by the authors and meant for qualitative research are briefly presented. The structure of the instrument is detailed by presenting its component parts and explanations. The research was carried out by interviewing the top managers of two big manufacturing company groups consisting of six enterprises. The article presents passages of an interview with the top managers of the six companies, revealing management culture as part of the formal organizational culture expression aiming to implement corporate social responsibility. It should be emphasized that the companies of both groups are preparing to become socially responsible and this results in the timeliness and importance of the research. Structured interviewing method was applied for the research, and the substantive content of the interview included strategy, organizational structure, rules and regulations, technologies, processes, information systems, control and incentive issues. The results of the research show that in both groups of the manufacturing companies management culture and corporate social responsibility, analysing them in terms of formal organizational culture, are perceived in very narrow aspects and their development is not part of the organizations' strategic goals. The results of the study suggest that the ideas of corporate social responsibility cannot be implemented in a consistent way unless they are integrated into the formal part of organisational culture which plays an instrumental role.JEL Classification: M12, M14, M19

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“…Typically, related research suggests that culture is managed through cultural artifacts and behaviors (Higgins & McAllaster, 2004). Table 2 summarizes each culture approach.…”

Section: Approaches Of Studying Culture In Strategic Is Researchmentioning

confidence: 99%

Reviewing the Role of Culture in Strategic Information Systems Research: A Call for Prescriptive Theorizing on Culture Management

Kummer¹,

Schmiedel²

2016

CAIS

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Abstract:Culture is an important topic in strategic information systems (IS) research, particularly because information technology (IT) projects are often accompanied by cultural challenges. While culture has been widely analyzed in this discipline, there is a lack of research that systematically examines the role of culture in strategic IS research. With a structured literature review, we investigate the relation patterns between culture, strategy, and IS-related concepts in terms of dependent, moderating, and independent variables and the research approach in terms of descriptive, normative, and prescriptive. Four different patterns emerge, each one closely related to specific forms of theorizing and corresponding research designs. Research streams focusing on descriptive explanations of culture's role are rather exhausted. IS research that builds on a normative understanding of culture exists in selected areas, while theorizing on the prescriptive management of culture has been largely neglected despite the relevance of cultural challenges in IS projects. We derive areas for future research and present two themes that emerged in our study to demonstrate how descriptive and normative approaches can provide a foundation for research on the prescriptive management of culture in strategic IS projects: the management of cultural clashes and the management of cultural identity.

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If you want strategic change, don't forget to change your cultural artifacts

Cited by 77 publications

References 4 publications

The board: a change agent?

The board: a change agent?

Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

Reviewing the Role of Culture in Strategic Information Systems Research: A Call for Prescriptive Theorizing on Culture Management

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