The environment changes quickly in these years. No matter the changes of the outside environment or of the business, it will impact the businesses, and the organizational culture will have some dynamic phenomenon. In this thesis, four companies, which were impacted by some important events, are my study samples. In order to understand the cultures of the companies, the forming processes and the dynamic relations during each culture levels. I use Schein¡¦s model of organizational culture to interpret the four cases, and use Hatch¡¦s culture dynamics model to analyze. The results conclude six reasons that cause the change of organizational cultures: a weak culture, small size, serious threatens, the transfer of leaders, the transitions, and in order to consolidate original culture. Besides, there are some relations between the Schein¡¦s model of organizational culture and Hatch¡¦s culture dynamics model. The thesis bring out four propositions: 1. When the company was merged, its culture will be impacted by the strong culture of the merger. The merger will make use of the changes of artifact level as its tool to build or change the values and the assumptions of the company be merged. 2. After the equal merge of two companies, it will be in motion with the assumptions, and values of strong culture. At the same time, the strong culture will develop new artifacts to help weak culture to recognize the strong side. 3. To confront the new law opposite to original culture, if every member of the organization recognize and assist the culture, and through consolidating by the effectual members, the company still has the opportunity to resist the change. 4. When the organizational culture was impacted, some transitional artifacts will appear in initial stage, but they can¡¦t affect the values and assumptions. They will disappear after the transitions.

Main subject of this Master's Thesis is organizational culture. Work defines main terms: definitions, components, structure, influences, function, typologies and methods of organizational culture content. Written inquiry and documents content analysis were used to determine the present state of organization culture in XYZ, a.s. company. The target was to design necessary steps which should provide areas of organizational culture.

Title: Recreating Meaning Through Cultural Investments – A Case Study of Volvo IT in France Swedish Title: Återskapa Mening Genom Kulturella Investeringar – En Fallstudie av Volvo IT i Frankrike Authors: Pegah Esmaeili and Filip Holmdahl Tutor: Lena Andersson Background For what reasons do organizations invest in culture? Could it be seen as an initiative from management to create some form of control and to manage the reality of employees? A company that systematically is working and investing in their organizational culture is Volvo IT by creating a cultural network consisting of a Cultural Manager, Cultural Navigators and Cultural Ambassadors. The question is if the rest of the organization share the efforts made in these investments? This thesis will investigate if the investments made by the management, to manage a wanted meaning, are shared by the lower level personnel.Purpose To create an improved understanding between managements strive, through cultural investments, to recreate and manage a wanted meaning and how the employees perceive these investments. Method The empirical data was collected through interviews and ethnographical observations at Volvo IT in Lyon. This study takes on an explorative inception by looking at if a company putting lots of effort into their organizational culture actually manages to deliver the same meanings throughout the organizational levels. Additional methods used include field notes, photography and participant observation. Results Organizational culture is both a structure and a process. It is needed to provide a structure of how to make sense of reality for every employee but is not only shaped by management. It is a process, which is always under constant change and must accept diverse meanings and hence there must be space for diverse meanings in the shared ones resulting in a recognizing instead of a blaming culture. Symbolic aspects, such as symbols, rites, slogans and stories, will increase the cultural understanding between management and employees but they should be so invisible that they become visible in daily behavior. Keywords Volvo IT, Organizational culture, meaning, symbolism, management, employees

This is the era that information transfers rapidly. The value of the books is lower than before. In Taiwan the average cost for book is less 250 dollars per year. The bookstores can not survive for this low expense. The image of the traditional bookstores is bad. Because of the lighting is not suffice, space too crowd, passage too narrow. It¡¦s a chaos in the bookstore. Since Eslite was built in 1989 the situation had been changed. The founder attempted to awake the elite of society joined the dream for reading quality. It never shifts for sixteen years. Eslite was depended on organizational culture. The organizational culture is the base of corporation. The organizational culture affects the behavior of employ and organizational performance. In this thesis chooses Eslite as the researching objects to discuss the organizational culture, the characteristics of organizational culture, the dimensions of organizational culture and how to building the organizational culture. After discussed with Eslite management employees and analyzed the collecting data, we get the following results¡G 1.The characteristics of Eslite¡As organizational culture includes customers , space quality, good ,love, beauty and creation, and the dimensions of Eslite¡As organizational culture includes competitive circumstance, visible artifacts, a company¡As underlying values and beliefs and the translation of those values and beliefs into learned behaviour. 2.The effects of Eslite¡As organizational culture includes the founder¡As idea,the locations, customers , expense habit and space. The organizational culture will be different. 3.The organizational culture made Eslite became the powerful and famous bookstore in Taiwan, the image is better than before, the performance is increase, the customer¡As loyalty very high and became the buyer of the books . 4.The methods for building the organizational culture includes internal publication, socialize processes, training, recruitment, reward and punishment, communication and sharing , the events for mindset expression.

Uncovered in the course of a 2011 study looking at partnerships between academic and public libraries in Canada was a unique series of partnerships among a college library, public library, regional library system, and school district library system in Medicine Hat, Alberta. With little or no additional funding, these libraries have partnered to deliver library services beneficial to both their primary clients and the broader community. Through a case study of the libraries, it is possible to determine the value and the challenges of partnerships and the elements of organizational culture necessary for successful partnerships.

SANTRAUKA Įvairiuose leidiniuose dažnai keliamas klausimas, kodėl net ir veikiančios tose pačiose rinkose įmonės pasiekia skirtingų rezultatų. Tyrimais įrodyta, kad įmonės sėkmei daug didesnę įtaką daro ne sparčiai besikeičiančių technologijų pritaikymas organizacijoje, ne struktūra, politika ir pan., o tokie dalykai kaip valdymo stilius, darbuotojų vertybių sistema, atsispindintys įmonės kultūroje. Kaip tik dėl to, remiantis W.E.Schneider teorijos modeliu, organizacijos kultūros tema šiame darbe ir nagrinėjama. Kitas dalykas – kompanijai vystytis gali trukdyti skirtingos vidinės subkultūros bei jų tarpusavio trintis. Kadangi visa tai atsispindi tiek finansiniuose, tiek nefinansiniuose veiklos rezultatuose, išplaukia ir mūsų darbo tikslas ,,nustatyti, ar tarp vadovaujančių ir nevadovaujančių darbuotojų organizacijos kultūros suvokimo bei kompanijos brandumo lygio egzistuoja ryšys“. Tyrime dalyvavo trys Lietuvos organizacijos, veikiančios skirtingose srityse: statybos, inžinerinių sprendimų kūrimas ir diegimas bei transporto paslaugos. Bendras respondentų skaičius - 122. Siekiant patikrinti pagrindinę tyrimo hipotezę, darbe naudotas mūsų pačių sudarytas organizacijos kultūros klausimynas bei vienos iš Lietuvos konsultacinių įmonių ,,Kompanijos brandumo klausimynas“. Gauti tyrimo rezultatai parodė, jog kiekybinius organizacijos kultūros tyrimus atlikti yra įmanoma. Taipogi, remdamiesi rezultatais galime teigti, kad organizacijos kultūros įvertinimo klausimynas nustato... [toliau žr. visą tekstą] / SUMMARY Why companies achieve different results even working in same market is the question that frequently becomes the main topic in various editions. By researches is proved that major influence to company’s success has those matters that reflect in organization culture: style of management, employee’s value system than modern technologie’s adjustment, organization structure or policy. Hence with reference to W.E. Schneider theory model, this topic is analysed in this master paper work. The other matters that might be an obstacle for organization’s development are inner subcultures and their interplay disharmony. All matters reflect at results both financial and nonfinancial. Consequently here arises the goal of the paper work – to identify whether exists coherence between perception of leaders and nonleaders about organization culture disharmony and company’s maturity level. Three Lithuanian organizations, construction company, organization that offers decisions of engineering development and implementation, and company providing transportation services, took a part in this research. 122 participants were surveyed. For pursuing to test our research hypothesis, we used ourselves created organization culture questionnaire as well we presented questionnaire to evaluate organization maturity level prepared by one Lithuanian consultancy firm. The research results let us to maintain that quantitative organization culture researches are possible in Lithuania. This instrument... [to full text]

The starting point for this research is the importance of narrative in our life. Many scholars regard it as the organising principle by which people organise their experience in, knowledge about, and transaction in the social world. Indeed, authoring and co-authoring narratives have been cited as among the most important communicative actions in an organisation. This study adapts Fisher's (1987) narrative paradigm to explore how organisational members view their reality. Human beings in this view are seen as homo narrans --- both as storytellers and objects of storytelling. Narratives act as vehicles through which organisational members can offer definitions and explanations of their work life. They act as a metacode transmitting shared meaning. As a consequence, members establish definitional boundaries through which they judge and understand the situation at hand. Recognising the limitations of this paradigm, the analysis in this research study adds Pacanowsky's (1983) application of Geertz's (1973) cultural insights to organisational life. To Pacanowsky, organisational culture is the residue of employees' performances. To Geertz, such performances are an ensemble of texts. In summary, the following main perspectives informed this research: a) Human beings are storytellers b) Culture is the root metaphor of organisational life c) Organisational culture is a text d) A text must be read and interpreted in the meaning-making process. To reflect this theoretical perspective, hermeneutics was used as the method of inquiry. A series of in-depth interviews were conducted over time to gather data on the use and content of narratives within a Malaysian organisation, Palmyra. During a period of change, stories and narratives are often 'emotional' in nature. This is understandable as change brings a new arrangement of reality. At Palmyra, an organisation that deals primarily with language and literature, the narratives and stories revolved around what was called the 're-inventing programme'. Besides repositioning staff and offices, management aimed to 'bring religion back to the workplace' and this became an important agenda in the whole planned change. This approach to organisational change views change as a matter of body, mind and soul. The stability of nafs (the inner self) is regarded as important, and organisation is seen as a moral problem. This research shows how this approach can be understood in the light of the tawhidic paradigm. The implementation of the change programme brought many important undercurrents (shadows) to the fore, and these were reflected in the narratives, which emerged. Tribalism or parochialism was one of them. The organisation members who felt displaced responded through various means. Among others, they utilised the power of literature and hidden transcripts. Many ancient and classicaltexts were given new interpretations. Various forms of halus (refined and indirect) were identified as ways of communicating their unhappiness. While sharing many of the themes, which can be identified in European and American research on organisational change, these forms of resistance used methods and symbols, which were distinctively Malaysian. This research study makes a number of important contributions to organisational communication studies. In particular:1. It adds new knowledge to an understudied area in organisational communication, namely the analysis and significance of stories in the workplace.2. It also contributes to another underrepresented area of study, namely the religious aspects of organisational communication culture.3. It demonstrates the value of qualitative research methods in organisational communication studies in Malaysia, where previously quantitative methods have been dominant.

Management scholars lament the lack of understanding of how organisation change actually happens. Simple reductionist models that describe planned, step-wise linear processes of organisation change fail to do justice to the complex realities that characterise organisations in natural flux. Such mechanistic conceptions are based on research methodologies that provide snapshots of the change process. While researchers claim to acknowledge change as continuous, it gets studied as episodic. Although progress in pursuit of an understanding of change has been made through alternative approaches, such as storytelling, sensemaking and complexity perspectives, a systematic review of the organisation change literature revealed seven theoretical gaps that confirm the need for further research to yield an in-depth process understanding of change. Building this deeper theoretical understanding of change processes, together with the required practical skills and behaviours, is termed the “dual challenge”. It represents both a theoretical and practical void requiring scholarly attention. The purpose of the study was thus to contribute to the development of a non-linear, meso-level theoretical understanding of organisation change. To heed the call for empirically-rich longitudinal studies of change aimed at overcoming previous methodological limitations, an in-depth, real-time, single-case study was undertaken. The unit of analysis selected for study was an instance of change in an industry-level financial services organisation, based nationally in South Africa. Data were collected continuously over 3 years and analysed to gain a meso-level understanding of how and why organisation change emerges. The researcher, an insider scholar-practitioner, amassed more than 3 500 pages of real-time qualitative data. These were analysed using process coding, to bracket a rich, “thick” narrative. Thereafter, balancing and reinforcing causal feedback loops were identified using system dynamics techniques. Insights based in cognitive dissonance and organisation complexity theories served as guides to aid interpretation. This provided an abstracted and theoretically meaningful account of a complex organisation change process at the meso level of analysis. / Thesis (PhD)--University of Pretoria, 2015. / Gordon Institute of Business Science (GIBS) / PhD / Unrestricted

The impact people and organizations have on the environment has been on the agenda in media for decades now. Still, very little research has been conducted in looking at what impact organizational culture can have when organizations attempt to become more environmentally friendly. For most organizations the environmental work is not part of their core business but rather something they work on at the side, if at all. Due to this, when an organization decides to implement an environmental vision and goals the employees may not adapt to it. This leads to the research question: How can an organizational culture be changed towards becoming environmentally friendly?To gain insight in the topic we researched general organizational cultural change theories which we used as a foundation for the deep, semi-structured interviews we conducted with five organizations that have worked towards becoming environmentally friendly for some time, and all consider themselves successful in having an environmentally friendly organizational culture. The respondents are very different from each other in regards to both industry and size, and some of them are Swedish while others are international. We chose maximum variation sampling as it would help us identify common methods organizations us across their variations.We found that to a large extent the same methods that are used for changing general organizational culture also can be used when changing the organizational culture towards becoming more environmentally friendly but that there are many adjustments to be made in which parts of the theories are most important. There is nonetheless a noticeable difference in the importance the different methods have and what the respondents emphasized as crucial. We found that the main drivers of motivation are communication and the importance of involving all employees in the environmental work. There is also a need to recognize and encourage employees for their work. All in all, however, the one method that stands above all other is what one of our respondents concluded with “The most important thing to do to create environmental change is to inform, inform and inform the employees”. The respondents highlighted the importance of making all employees feel like they are included in the process. That they understand the need for change is also something that seems crucial to getting people onboard. We also found that a lot of emphasis needs to be put on evaluation. Existing theory was however very weak in this area. We found tendencies of the organizations going through an environmental cultural life cycle where they start off the project, but maintain it poorly and hence every so often have to start over and therefore more focus therefore needs to be put into maintaining the cultural changes and not ever believe that the work is done. The work doesn’t end, but the environmental work and adaption is an ongoing process, even though the mindset of working environmentally can be permanently changed and built into the culture of employees.

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