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A measurement‐communication‐recognition framework of corporate culture change: An empirical study
Author(s) -
Chin KwaiSang,
Pun KitFai,
Ho Andrew S. K.,
Lau Henry
Publication year - 2002
Publication title -
human factors and ergonomics in manufacturing and service industries
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.408
H-Index - 39
eISSN - 1520-6564
pISSN - 1090-8471
DOI - 10.1002/hfm.10021
Subject(s) - organizational culture , knowledge management , computer science , organizational communication , process management , empirical research , business , sociology , public relations , political science , epistemology , philosophy
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.