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The unintended consequences of culture interventions: A study of unexpected outcomes

Harris, Lloyd C. and Ogbonna, Emmanuel Okechukwu ORCID: 2002. The unintended consequences of culture interventions: A study of unexpected outcomes. British Journal of Management 13 (1) , pp. 31-49. 10.1111/1467-8551.00221

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Notes that whilst organization culture is seen as central to the theory and practice of management, little empirical research has been devoted to the outcomes of culture change initiatives. Explains that unintended consequences often limit or prevent the intended change and provides an overview of research into the concept of organizational culture and its management. Shows how eight management actions during culture change resulted in unintended consequences. Describes the companies involved, their turnover, market coverage, age, ownership and motives for initiating culture changes. Discusses the ritualization of culture change and the subversion of the original aims and processes. Notes that wherever this occurred, the culture change failed. Explains how an established approach may be reinvented under the guise of a new culture, the importance of symbolism and the effects of unrealistic or 'ivory tower' initiatives. Comments upon the effect of uncontrolled and uncoordinated attempts to change cultures and the extent of behavioural compliance.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords: Change; Corporate Culture; Effectiveness; Individual Behaviour
Publisher: Emerald
ISSN: 1045-3172
Last Modified: 24 Oct 2022 09:54

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