A measurement‐communication‐recognition framework of corporate culture change: An empirical study

Company culture, consisting of a shared pattern of basic values, beliefs, and organizational assumptions, is widely accepted as a powerful force to drive performance‐enhancing behavior in an organization. Changing a well‐established culture is, however, a highly complex issue. It is thus very challenging to implement a new organizational culture. This article presents the measurement‐communication‐recognition (MCR) framework to manage culture changes in an organization. Ten cultural elements are strategically identified, whereas a four‐stage approach of implementation methodology is proposed in the framework. © 2002 Wiley Periodicals, Inc.