Twenty-fourth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

The purpose of this study was to build on existing understandings of how organisational culture affects change management and to test this within an industry setting. This study first outlines a novel means of considering organisational culture based on best practice in literature, and the values and levels of control that are required when developing industry-based changes. Next, this study presents the applications of this model in a number of different contexts so that its validity, applicability and suitability can be assessed as a tool for the future. Finally, this study reflects on the outcomes found and proposes suggestions and learnings that could be carried on in future culture and change work. The implications of this work are potentially highly significant in this field of literature, and include: an applied method for measuring and evaluating culture that is accepted by industry; a simple to communicate cultural tool that helps practitioners from other fields accept and understand cultural intangibilities; and a means of facilitating data driven change management work when considering the often overlooked ‘people aspects’ of change.