Organisational culture and cultural integration. / Garrow, V.; Martin, G.
People and Organisational Development. ed. / H. Francis; M. Reddington; L. Holbeche. London, UK : Chartered Institute of Personnel and Development, 2012. p. 89-107.Research output: Chapter in Book/Report/Conference proceeding › Chapter
}
TY - CHAP
T1 - Organisational culture and cultural integration
A1 - Garrow,V.
A1 - Martin,G.
AU - Garrow,V.
AU - Martin,G.
PB - Chartered Institute of Personnel and Development
CY - London, UK
PY - 2012
Y1 - 2012
N2 - This chapter explores the concept of organisational culture, why it is important, how we can begin to understand its influence, and the role it plays in a major change programme such as a merger, acquisition or alliance. Through a blend of academic theory and practical examples it considers how we can best understand culture. Although OD has traditionally drawn on the behavioural sciences to understand organisational phenomena, it increasingly looks to the new sciences – and this chapter introduces concepts from complexity theory to add a new perspective on traditional unitary approaches to culture change. The chapter also uses case studies from original research conducted by the lead author to illustrate the key learning points and provides an extensive reference list for readers who wish to explore the concept further. Finally, it makes explicit links to the model of New OE that provides the organising framework for the book.
AB - This chapter explores the concept of organisational culture, why it is important, how we can begin to understand its influence, and the role it plays in a major change programme such as a merger, acquisition or alliance. Through a blend of academic theory and practical examples it considers how we can best understand culture. Although OD has traditionally drawn on the behavioural sciences to understand organisational phenomena, it increasingly looks to the new sciences – and this chapter introduces concepts from complexity theory to add a new perspective on traditional unitary approaches to culture change. The chapter also uses case studies from original research conducted by the lead author to illustrate the key learning points and provides an extensive reference list for readers who wish to explore the concept further. Finally, it makes explicit links to the model of New OE that provides the organising framework for the book.
UR - http://eprints.gla.ac.uk/57324/
M1 - Chapter
SN - 9781843982692
BT - People and Organisational Development
T2 - People and Organisational Development
A2 - Holbeche,L.
ED - Holbeche,L.
SP - 89
EP - 107
ER -