Good intentions and failed implementations: Understanding culture-based resistance to organizational change


Danisman A.

EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY, vol.19, no.2, pp.200-220, 2010 (Journal Indexed in SSCI) identifier identifier

  • Publication Type: Article / Article
  • Volume: 19 Issue: 2
  • Publication Date: 2010
  • Doi Number: 10.1080/13594320902850541
  • Title of Journal : EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY
  • Page Numbers: pp.200-220

Abstract

Based on the insight that culture shapes resistance to change in an organization, and the recognition that cultures of organizations are embedded in a broader societal culture, this study seeks to provide empirical evidence on how societal-based cultural understandings and values within an organization serve as a source of resistance to change among employees. The study is based on a case study of a medium-sized Turkish company. The study shows how certain managerial decisions toward a professionally running organizational design are difficult to implement due to societal-based patterns of understandings and meaning systems gathered around status, hierarchy, and emotion-based (personalized) relations in the company.