Business practitioners, policy makers and the media have been engaged in ongoing discussions and practical initiatives towards organisational culture management. This is in spite of the range of complexities that academics have identified relating to the viability of managing organisational culture. Previous academic studies on organisational culture management, in view of these complexities, have focused mainly on analysing internal factors and intricacies in the process of culture management. This has resulted in culture change or stability outcomes. In addition, most of these studies based their analyses within Western organisational context with very few studies on organisational culture management in developing economies, especially in Africa. This thesis extends the literature on organisational culture management with a focus on analysing the influence of an external factor on attempts towards managing organisational culture. Using a single case study approach, the study analyses an overlooked research context of an African organisation, exploring the relationship context between a Nigerian oil and gas company (undergoing a culture management at the time of the study) and its host communities (external factor) in the Niger Delta region. The study draws on Perrault et al. (2011) stakeholder tetrad as a stakeholder theoretical lens to analyse host community stakeholders and their relationship with the case organisation. It then examines the implications of this relationship context towards attempts to manage an ethical culture in the organisation. The findings, drawn from a qualitative research (2014-2016), indicate that organisational-external environment context, with strong ties on power and exchange relationships, would influence attempts of executives to manage organisational culture that is alien to ambient society. The study offers contributions to knowledge on organisational culture management by introducing a stakeholder theoretical lens to explore external and internal stakeholders of organisations in order to evaluate the implications of internal-external relationship on culture management. The study also contributes to stakeholder management studies by developing Perrault et al. (2011) stakeholder tetrad, particularly the stakeholder tactic construct; and contributes to African management and organisation studies by highlighting the aspect of adaptation relationship practices, a combination of international and local expectations and cultures. Further theoretical and practical contributions and implications of this study are discussed in the concluding chapter.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:704932 |
| Date | January 2016 |
| Creators | Chika-James, Theresa |
| Publisher | Cardiff University |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://orca.cf.ac.uk/98449/ |
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