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Dominant, emergent, and residual culture: The dynamics of organizational change
Abstract
Purpose
The purpose of this paper is to introduce a practical conceptual tool for analysing the dynamics of cultural change in organizations. In so doing it seeks to address two concerns in the organization culture literature: issues of time and perspective which underlie the contested nature of culture; and limitations of existing analytical frameworks to cater for differing perspectives in a manner which is accessible to academics and practitioners.
Design/methodology/approach
Williams' notion of culture as a constant negotiation between the dominant, the emergent, and the residual cultures mediated by the processes of selective tradition and incorporation is discussed. For illustrative purposes this model is then used to analyse material collected in a case study of a growing IT organization.
Findings
The analysis framework identifies the paradoxes and potential tensions in the ongoing development of this organization. As a result it promotes questioning, and clarifies where choices are to be made.
Research limitations/implications
The paper shows how this framework can be used to assist investigation. Although the usual limitations of case study research apply, the framework facilitates a wider view of change over time.
Practical implications
The paper provides an accessible reflective framework that affords a more dynamic, contextual, evolutionary, and nuanced view of organizations. It accommodates multiple perspectives within an organization and facilitates their exploration.
Originality/value
The paper introduces the ideas of Raymond Williams to a wider organizational audience, and demonstrates how they can be adapted to make complex accounts of culture and organization more accessible.
... Their research focused on organizational learning, stressing the significance of learning throughout the process of change. Bryson (2008) points out that society constantly changes, influencing organizational culture. Changes occur in every corner of the organization. ...
Purpose – The main research goal of this paper is to examine how organizational culture affects change management process through employee satisfaction. Organizational culture and employee satisfaction appear as important factors in a successful business because they lead to the satisfaction of the service user, which helps building quality relationships with customers. Methodology – In order to test the research hypotheses and analyze the connection between variables, a questionnaire was conducted among 49 employees of the Bluesun hotel in Dalmatia. The collected data was analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM), while descriptive statistics were analyzed using SPSS. Findings – The results of PLS-SEM analysis confirmed that dynamic organizational culture has positive direct and indirect impact on change management, i.e., employee satisfaction partially mediates organizational culture-change management relationship. Contribution – Organizational culture, change management and employee satisfaction are crucial to an organization's competitiveness and survival in the market. One unique contribution is the proposed model that integrates mentioned variables with a particular focus on the mediating role of employee satisfaction in facilitating the positive effects of a dynamic and creative organizational culture in hotel industry. This work also aims to draw attention to the importance of organizational culture, its impact on each individual part of the organization and the necessity of constant adaptation to changes.
... Only recently have scholars focused specifically on power and paradox , even then, power is often cast as "the dark side of paradox" in which actors have limited degrees of freedom to respond. However, power plays an essential role in dialectics research since it drives the oppositional forces in conflict and change (Benson, 1977;Van de Ven & Poole, 1995), enacts contradictory tensions in cultural practices (Ahrens & Mollona, 2007;Bryson, 2008;Hennestad, 1990;Markham, 1996), and forms ideologies of domination and consent that underlie organizational decision-making (McDonald & Wingfield, 2009;Ogbor, 2001). ...
... According to Schein (1990), OC comprises a shared pattern of assumptions that individuals have obtained as they learn to successfully cope with internal and external organizationally relevant problems. This shared pattern is then taught to incoming individuals as a way of perceiving and, even thinking and feeling, affecting the relationships with colleagues, customers, suppliers, and stakeholders (Schein 2004;Bryson 2008;Naqshbandi and Tabche 2018). As OC varies across companies, it becomes important to understand how its inherent features might support or impair the adoption of I4.0 design principles (Michna and Kmieciak 2020). ...
In this paper, we investigate the relationship between organisational culture (OC) profiles and the adoption of Industry 4.0 (I4.0) design principles. We surveyed 153 middle and senior managers from Brazil and India, whose manufacturing companies have been implementing I4.0. Participants provided answers regarding the perceived OC characteristics that prevail in their companies, which were assessed based on the Competing Values Framework. We also collected data on the adoption levels of I4.0 design principles, whose analysis was conducted through the utilisation of multivariate data analysis techniques. Our results indicated that, depending on the I4.0 design principle, OC profiles (Clan, Adhocracy, Market and Hierarchy) may either corroborate or impair its adoption, allowing the verification of the hypothesised relationships. The understanding of the association between OC profiles and I4.0 design principles provides practitioners with arguments to identify possible problems during their digital transformation. As changes in OC require significant efforts and are usually time-consuming, companies that can anticipate those issues might face a smoother transition towards the Fourth Industrial Revolution, hence, obtaining competitive advantages.
... Connell (2019) reminds us that universities are places of labour -research, teaching, learning, management, administration and operations where cultures develop and are negotiated. Bryson (2008) advocates Williams' analytical framework to be of use to all organisational analysis to understand dominant cultures but also to identify residual and emerging ideas and how the merge and form. ...
The modern university has grown from small scale, elite access institution, growing out of the Enlightenment period in Europe in the early nineteenth century. Freedom to pursue knowledge and ‘dare to know’ was a key characteristic of the Enlightenment university, conceptualised here as Mode 1 Elite Ivory Tower University . The twentieth century saw a rapid rise in national government involvement, funding and regulating universities as a way of nation state building. This developed within social contexts of neoliberal knowledge and information economies. Market demand and regulation, seeing teaching and research as products saw huge growth of universities in size and number globally. More citizens accessed and engaged with universities as large institutions, conceptualised here as a Mode 2 Mass Access Factory University . Globalisation, digital technologies and a move away from big organisations and states is seeing an emergence of a Mode 3 Universal Network University which is universal and unbundled in complex technological and social network relationships, often underpinned by a form of capitalism which is developing neoliberal approaches aided by data collection and information networks. These three modes are developed and explored here through a postdigital lens across time (genealogically) and space (residual, dominant and emerging discourses and cultures remaining in and between institutions) as a theoretical framework with which to research and envisage the characteristics, discourse, perceptions and becoming of the current and future university.
... 121). According to Bryson (2008), "hegemony of the effective dominant culture is characterised as a complex, multilayered negotiation and renegotiation of the emergent and residual cultures and of those cultures relative to the dominant culture" (p.748). In his work, Williams (1977) explored dominant interests visible through power/knowledge with the immersion of residual and emergent cultural mass that also reflects the characteristics of the 'dominant'. ...
This multisite case study examines the mechanics of university-community partnerships in work-integrated learning in language teacher education. Specifically, it seeks to address the questions of the key features and challenges in organising partnerships as an educational culture of work-integrated learning in language teacher education. Williams's notion of culture including the dominant, emergent, and residual cultures was used to analyse the evidence in this study. Evidence sources include education policy documents and semi-structured interviews from two language teacher education programs in Vietnam and Australia. The interviews involved students, academics, workplace supervisors and university managers who shared their experience and/or knowledge of workplace learning in language teacher education. Key findings of this study include the relation of education-work, organisational structure and workload, and complexities in organising work-integrated learning partnerships. This study has significant implications for policy, practice and theory in engaging with industry to foster students' readiness for uncertainty in the world of work, leadership and curriculum for work-integrated learning in universities, internationalisation of higher education, and research collaboration with industry.
... Admitindo as características predominantes dos termos recompensa e reconhecimento, foram identificados como forma de recompensar os programas de comissionamento de vendedores, as premiações vinculadas à obtenção de negócios ou alcance de metas quantitativas em geral, os programas de bonificações de executivos, os programas de participação nos lucros e os diferentes formatos de participação nos resultados, normalmente criados a partir de objetivos específicos e vinculados aos negócios, regras claras, indicadores, metas e critérios formais de aferição dos resultados, além da explicitação das concessões a serem ofertadas aos empregados (ARAUJO; TOMEI, 2012;ASSIS, 2011;BARLOW;MAUL, 2001;BELCHER, 1996;BRYSON, 2008;SILVERMAN, 2004;SCHIEHLL;MORISSETTE, 2000). ...
Este estudo traz ao debate as formas de utilização dos termos recompensa e reconhecimento que, apresentados inicialmente como sinônimos, na literatura especializada e no discurso de gestores da área de Recursos Humanos, são distintos quando de sua aplicação prática no contexto organizacional. A pesquisa se alinha epistemologicamente ao paradigma de pesquisa interpretativista, tendo utilizado o método hermenêutico para interpretação dos dados colhidos por meio entrevistas em profundidade com onze executivos da área de Gestão de Pessoas. A análise permitiu compreender as recompensas como elementos direcionados para metas objetivas, quantificáveis, normalmente definidas e comunicadas com antecedência pela organização, cujos critérios explícitos de aferição obedecem a uma relação de troca normalmente impessoal, com reforço da motivação extrínseca e com maior impacto no controle do comportamento. O reconhecimento, por outro lado, apresenta-se como um elemento associado ao reforço dos valores organizacionais e centrado em atitudes e comportamentos, podendo ou não envolver resultados qualitativos e/ou quantitativos. Predominantemente pessoal e determinado a partir do julgamento relativamente subjetivo e discricionário, o reconhecimento é comunicado após o fato que lhe deu origem, reforçando a motivação intrínseca e possuindo pouco ou nenhum impacto sobre o controle do comportamento.
This chapter starts with a brief overview of change management theories and concepts. In the second part, we take a closer look at transformation processes related to digital solutions. Enabling concepts of transformation processes are introduced and discussed. Additionally, we briefly map out all papers of this book and describe the different topic clusters.
As Electronic health records (EHRs) become more commonplace, and are expected to play a key role in improving the quality of Nigeria health care. Thus, EHRs can improve quality of care delivery in numerous ways such as providing accurate and up-to-date patient information and medical knowledge, rapid retrieval of health information, ability to exchange health information to all authorized participants within or across organizations, automated clinical reminders, improved adherence to treatment guidelines, and accumulation of data for quality monitoring and improvement. Based on regulatory and governmental recommendations, the EHR is being adapted in an increasing number of academic institutions (NDUTH), government hospitals (FMC) and private practice settings. It is incumbent upon HIM leadership to ensure students are skillful users of the technologies that will be in place as they care for patients. The study aimed to explore, identify and understand critical awareness of electronic health records management level to ensure confidentiality in public health care sector (FMC & NDUTH) in Bayelsa State, Nigeria. The cross-sectional descriptive design was used and a total of 159 health professionals who represented a variety of user groups across different specialties within the hospital completed the questionnaire. The collected data were analyzed. both descriptively and inferentially. Frequency and percentages were used to analyse the data and the result presented in tables. Data analysis was facilitated using the Statistical Package for Social Sciences (SPSS version 20.0). Majority of the respondents (90.6%) were aware of the electronic health record management among health record officers. To ensure continuity of care, it is necessary to develop educational and manageable program to improve EHR awareness. The findings may inform other hospitals and healthcare systems on actions that can be taken prior to EHR implementation to reduce concerns for quality, confidentiality, safety of patient care and improve the chance of successful implementation.
Σκοπός του συγκεκριμένου κεφάλαιου είναι να αναλύσει σε βάθος τα εμπόδια για μάθηση, εμπόδια που αν δεν ξεπεραστούν μπορεί να οδηγήσουν οποιαδήποτε προσπάθεια εξέλιξης ενός οργανισμού σε αποτυχία. Η πρωτοτυπία και επιστημονική συνεισφορά του κεφαλαίου συνίσταται στο ότι καλύπτει ένα πρακτικό και γνωσιακό κενό (Miles, 2017). Συγκεκριμένα, μέσω της διερεύνησης της διεθνούς βιβλιογραφίας, προτείνει μια νέα και πρωτότυπη κωδικοποίηση στοιχείων που αποτελούν εμπόδια για τη μεταφορά της γνώσης μέσω της μάθησης, στο πλαίσιο μιας ξενοδοχειακής επιχείρησης σε συνθήκες υγειονομικής κρίσης, δημιουργώντας με αυτό τον τρόπο τη βάση πάνω στην οποία θα στηριχθούν μελλοντικές έρευνες. Σε πρακτικό επίπεδο, καταλήγει σε συμπεράσματα τα οποία μπορούν να αξιοποιηθούν από τις διοικήσεις ξενοδοχείων σε στρατηγικό επίπεδο με σκοπό την ενίσχυση της οργανωσιακής μάθησης, μέσω της μείωσης των εμποδίων που τη δυσχεραίνουν. Επιπλέον, η μελέτη του κεφαλαίου αυτού, οδηγεί σε μια επιστημονική και πρακτική κατανόηση της συσχέτισης των εμποδίων για οργανωσιακή μάθηση με τις επιπτώσεις που η εξάπλωση του Covid-19 επέφερε στον ξενοδοχειακό τομέα.
Purpose
The purpose of this case study is to gain insight into how a cultural change process develops as a result of organizational transformation.
Design/methodology/approach
This case study employs an ethnographic and longitudinal research design. The transformation period of the organization is described by means of desk research and interviews with the management. Simultaneously, the cultural change process is described following four organizational mindset analyses.
Findings
This paper supports the theoretical assumption that culture changes as a reaction to transformation. However, in this case study, culture is also proven to be proactive, in that it emerged a year before the actual transformation was carried out. It is believed that the announcement of the new transformation caused a shift in the organizational mindset, enabling its members to deal with a situation of high uncertainty and stress. Whether the cultural change process in reaction to the transformation will evolve into a new sustainable cultural equilibrium could not yet be determined.
Originality/value
This study has contributed to comprehending the relationship between transformation and the process of cultural change. Cultural change is not solely a reaction to transformation. It can also be proactive in that it emerges before the transformation is carried out. That makes cultural change both proactive and reactive in relation to transformation, an insight that, as such, has not yet been discussed in the cultural theory.
The study of organizational cultures has been dominated by an interpretative approach which has emphasized the production of culture at the expense of the creativity shown by the consumers of culture, organizational members. 'Corporate culture' is distinguished from 'workplace' or 'organizational' cultures, and a number of other problems emerging within the literature are identified. These are presented as organizational culture versus cultural organization; cultural pluralities; rationality and the irrational; common knowledge and its constitution; power and ideology; and individualism and subjectivity. It is then argued, after a detailed discussion of concepts drawn primarily from a close reading of the work of Jacques Derrida, that a postmodern approach to organizational culture would recast the problems in terms of a revised conceptualization of subjectivity, and would formulate culture as paradox, otherness, seduction. and discourse. This would entail studying the 'bricolage' of organizational members within the 'microphysics' of what de Certeau calls the 'tactics of everyday practice'.
This paper argues that knowledge on 'organizational culture' has acquired authority and constitutes a 'truth' on mergers, a truth imbued with both enabling and constraining power effects. Taking a Foucauldian perspective, the paper theorizes organizational culture' as a discursive formation that is implicated in a regime of truth. This regime has involved a process of disciplinary normalization in merger integration with the result that 'culture' has become naturalized to 'organization'. Drawing on ethnographic research into merger integration, these arguments are illustrated through two vignettes titled 'surveillance' and 'sanctuary'. These represent the reproduction of, and resistance to, the truth effects of 'organizational culture'. The implications of critically examining 'organizational culture' in this way are twofold: first, it opens up space for other merger discourses, and second, it enables positioning of merger accounts within cultural discourses in a way that forwards productive rather than divisive effects in theory and practice.