Corporate cultural change: Is it relevant for the organisations of the 1990s?

Veronica Hope , John Hendry

Research output: Contribution to journalArticle

Abstract

Partly as a consequence of the popularity of the ‘excellence’ literature of the early 1980s, there was a widespread acceptance that ‘corporate cultural change’ was one of the effective mechanisms within a strategic HRM approach to people management. However, recent research into imposed cultural change programmes in the late 1980s raises doubts about their effectiveness as change mechanisms, as management control devices and as contributors to business performance. This article engages in the current debate concerning the aims, design and implementation of cultural change but goes on to question the relevance of such an idea for organisations in the context of the 1990s. the article extends the many debates within the HRM and corporate culture literature by contextualising them within the emerging features of organisations in the 1990s.
LanguageEnglish
Pages61-73
JournalHuman Resource Management Journal
Volume5
Issue number4
DOIs
StatusPublished - Jun 1995

Fingerprint

Cultural change
Strategic HRM
Business performance
Organizational culture
People management
Management control
Acceptance
Excellence

Cite this

Corporate cultural change: Is it relevant for the organisations of the 1990s? / Hope , Veronica; Hendry, John.

In: Human Resource Management Journal, Vol. 5, No. 4, 06.1995, p. 61-73.

Research output: Contribution to journalArticle

@article{5fa6687d4fbd48f6908005f1d84f3ab3,
title = "Corporate cultural change: Is it relevant for the organisations of the 1990s?",
abstract = "Partly as a consequence of the popularity of the ‘excellence’ literature of the early 1980s, there was a widespread acceptance that ‘corporate cultural change’ was one of the effective mechanisms within a strategic HRM approach to people management. However, recent research into imposed cultural change programmes in the late 1980s raises doubts about their effectiveness as change mechanisms, as management control devices and as contributors to business performance. This article engages in the current debate concerning the aims, design and implementation of cultural change but goes on to question the relevance of such an idea for organisations in the context of the 1990s. the article extends the many debates within the HRM and corporate culture literature by contextualising them within the emerging features of organisations in the 1990s.",
author = "Veronica Hope and John Hendry",
year = "1995",
month = "6",
doi = "10.1111/j.1748-8583.1995.tb00383.x",
language = "English",
volume = "5",
pages = "61--73",
journal = "Human Resource Management Journal",
issn = "0954-5395",
publisher = "Wiley-Blackwell",
number = "4",

}

TY - JOUR

T1 - Corporate cultural change: Is it relevant for the organisations of the 1990s?

AU - Hope , Veronica

AU - Hendry, John

PY - 1995/6

Y1 - 1995/6

N2 - Partly as a consequence of the popularity of the ‘excellence’ literature of the early 1980s, there was a widespread acceptance that ‘corporate cultural change’ was one of the effective mechanisms within a strategic HRM approach to people management. However, recent research into imposed cultural change programmes in the late 1980s raises doubts about their effectiveness as change mechanisms, as management control devices and as contributors to business performance. This article engages in the current debate concerning the aims, design and implementation of cultural change but goes on to question the relevance of such an idea for organisations in the context of the 1990s. the article extends the many debates within the HRM and corporate culture literature by contextualising them within the emerging features of organisations in the 1990s.

AB - Partly as a consequence of the popularity of the ‘excellence’ literature of the early 1980s, there was a widespread acceptance that ‘corporate cultural change’ was one of the effective mechanisms within a strategic HRM approach to people management. However, recent research into imposed cultural change programmes in the late 1980s raises doubts about their effectiveness as change mechanisms, as management control devices and as contributors to business performance. This article engages in the current debate concerning the aims, design and implementation of cultural change but goes on to question the relevance of such an idea for organisations in the context of the 1990s. the article extends the many debates within the HRM and corporate culture literature by contextualising them within the emerging features of organisations in the 1990s.

UR - http://dx.doi.org/10.1111/j.1748-8583.1995.tb00383.x

U2 - 10.1111/j.1748-8583.1995.tb00383.x

DO - 10.1111/j.1748-8583.1995.tb00383.x

M3 - Article

VL - 5

SP - 61

EP - 73

JO - Human Resource Management Journal

T2 - Human Resource Management Journal

JF - Human Resource Management Journal

SN - 0954-5395

IS - 4

ER -