Yes / While few recent studies have paid attention to the relationship between organizational culture (OC) and individual readiness for change (IRFC), there is still a lack of systematic and empirical studies regarding the influence of all OC types on the IRFC components within the change management literature. This study aims to fill this gap in the literature by empirically examining the influence of all four organizational culture types of the competing values framework (CVF) on the components of IRFC regarding TQM implementation, within the context of manufacturing organizations operating in Syria. A total of four hypotheses were proposed for testing. A questionnaire was developed and distributed to 350 Syrian manufacturing organizations (SMOs) in order to measure the level of IRFC and to identify the cultural profiles and characteristics of these organizations. The analysis of the data collected shows that certain types of organizational culture are conducive to fostering IRFC. In particular, the findings of an empirical investigation revealed that group culture and adhocracy culture are the most supportive culture types for IRFC. This paper contributes to the existing literature of change management by providing empirical evidence leading to advancement of knowledge and the understanding of the relationship between OC types and IRFC components. Furthermore, the paper adds value via its contextual originality; being the first study that empirically examined the Syrian cultural context, and hence contributing to the scarce body of literature of both OC and IRFC, and in particular the developing countries.

The aim of this study was to determine the impact of feedback on organisational culture change. The empirical study was conducted among the employees of a financial institution in South Africa by means of a one-group Pre-test-Post-test design using the Corporate Culture Lite Questionnaire. The sample size for the pre-test and post-test measurement was 1584 and 927 employees respectively. A total of 203 feedback sessions were facilitated in five business units after the pre-test measurement according to the survey feedback approach. The data of the two measurements were compared using independent t-tests and p-values, to determine any areas of statistical and practical significant differences. The results indicate that in one of the five business units there was a practical significant difference between the two measurements of organisational culture on ten of the dimensions. This research therefore confirms that feedback has a limited impact on organisational culture change. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)

The aim of this study was to determine the impact of feedback on organisational culture change. The empirical study was conducted among the employees of a financial institution in South Africa by means of a one-group Pre-test-Post-test design using the Corporate Culture Lite Questionnaire. The sample size for the pre-test and post-test measurement was 1584 and 927 employees respectively. A total of 203 feedback sessions were facilitated in five business units after the pre-test measurement according to the survey feedback approach. The data of the two measurements were compared using independent t-tests and p-values, to determine any areas of statistical and practical significant differences. The results indicate that in one of the five business units there was a practical significant difference between the two measurements of organisational culture on ten of the dimensions. This research therefore confirms that feedback has a limited impact on organisational culture change. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)

Gamification and sustainability are two topics that have gained a lot of attention in the past few years, both from the corporate sector and the academic community. Yet, the connection between the two concepts has seldom been made. This study addresses this research gap, by presenting the novel concept of gamification and connecting it to established theories in the field of organisational change. It then creates a discussion around the question of the potential of gamification as a tool to foster sustainability practices within organisations.To answer this question, this thesis followed a qualitative research design. By performing semi-structured interviews with experts in the field of gamification, the study explored different aspects of gamification, namely its definition, the opportunities and challenges it faces in regards to sustainability, the organisation’s responses towards the concept and the hypotheses for the further development of gamification.The results of this study suggest that gamification has great potential to foster sustainable practices within organisations. With its element of fun, gamification has the power to engage employees in sustainability issues, create a deeper understanding of the topic and relate it directly to the employees’ personal values and decision-making process. By offering different perspectives and helping employees see the bigger picture, gamification can inspire a sense of meaningfulness and contribution to something bigger than oneself. However, this can only happen when the tools are designed and used in the right way. Building an understanding of the user and implementing the fitting game design elements to create an impactful experience for the player is, however, a complex and time-consuming process, and therefore put forth as one of the biggest challenges. Furthermore, gamification should strive to expand beyond the commonly used game design elements of points, badges and leaderboards to tap into the user’s intrinsic rather than extrinsic motivation.

When integrating sustainability, companies are often overlooking the changes needed in their organisational culture. This hinders organisations’ core business to efficiently embed sustainability and dooms corporate sustainability initiatives to be superficial. A possible solution is for organisations to develop a sustainability- oriented organisational culture that engages employees with the sustainability change and that develops a leadership supportive of the engagement of their employees. As a result, this thesis aims at exploring how organisations can change their organisational culture in order to fully integrate sustainability by engaging employees and managers. Specifically, it studies how employee engagement can contribute to transforming organizational cultures to fully embed sustainability. Additionally, this paper analyses how managers can support employee engagement with sustainability. The thesis conducts a literature review to set the theoretical foundations; it further resorts to semi-structured interviews and document analysis conducted in a Swedish public company, which has begun to integrate sustainability into its culture. The study finds that organisations’ cultures are being changed at the artifact levels and, partially, at the values and beliefs level of their cultures. Additionally, the thesis establishes that organisations are failing to create the conditions for employee engagement. It finally shows that leadership in companies is not efficiently supporting the engagement of employees to integrate sustainability into their culture.