Using Culture Gap Analysis to Manage Organizational Change

Culture, the built environment and healthcare organizational performance

“…Tylenol product tampering cases in the 1980s) to guide effective action in the face of crisis and in the absence of defined policies on how to deal with those crises. Data collected for this project also supported the links between culture strength and outcomes (Deal and Kennedy, 1999;Mallak and Kurstedt, 1996).…”

“…But what is culture? Culture is the set of values specific to a work unit (Mallak and Kurstedt, 1996). These values embody certain assumptions about work, working together, and how things should be done, given a specific context.…”

“…Culture strength refers to the extent of agreement with statements concerning the organization's culture (Mallak and Kurstedt, 1996). The extent of agreement can be measured by the mean response to individual culture strength items (or to the entire scale).…”

Management control system effectiveness

“…For instance, Fletcher and Williams (1996) examined the association between the characteristics of performance management systems and the level of EOC, reporting a positive association between both the link of performance to rewards and employees' awareness of their organisation's performance with the level of EOC. Similarly, a positive association between the link of performance to rewards with the level of EOC was also found by Caldwell et al (1990), Wallace (1995) and Mallak and Kurstedt (1996). In addition, Russell (1996) reported that the level of information sharing between employees can lead to a higher level of EOC, while in a similar vein, Rodwell et al (1998) identified a positive relationship between the level of communication amongst employees and the level of EOC.…”

“…The effectiveness of management control systems (MCSs) has been extensively examined in the literature, with the majority of studies focusing on the effect of MCSs on organisational outcomes, including organisational performance (Merchant, 1981;Abernethy and Guthrie, 1994;Snell and Youndt, 1995;Chenhall, 1997;Abernethy and Brownell, 1999;Hoque and James, 2000;Abernethy and Lillis, 2001;Baines and Langfield-Smith, 2003;Maiga and Jacobs, 2005;Abernethy et al, 2007;Sandino, 2007;Jermias and Setiawan, 2008;Lee and Yang, 2011) and organisational learning (Simons, 1995(Simons, , 2000Kloot, 1997;Makhija and Ganesh, 1997;Driver, 2001;Henri, 2006;Abernethy et al, 2007;Batac and David, 2009). However, less emphasis has been placed on examining MCS effectiveness in respect to specific behavioural outcomes, such as job-related stress (Hopwood, 1972;Imoisili, 1989;Shields and Shields, 1998;Shields et al, 2000;Gillespie et al, 2001), job satisfaction (Chenhall, 1986;Frucot and Shearon, 1991;Banker et al, 1993;Oliver and Anderson, 1994;Fletcher and Williams, 1996;Kim, 2002;Leach-Lopez et al, 2008;Lautizi et al, 2009) and employee organisational commitment (EOC) (Caldwell et al, 1990;Wallace, 1995;Mallak and Kurstedt, 1996;…”