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The problematic nature of organization culture and a changing control context
Author(s) -
Ryan Bill
Publication year - 2005
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.740
Subject(s) - context (archaeology) , organizational culture , control (management) , business , process management , sociology , environmental resource management , knowledge management , public relations , management , political science , economics , computer science , geography , archaeology
This paper is about the interaction in organizations between the organization culture or cultures, the individual, the systems of organizational control and the possible disconnections between them. The paper draws on a lengthy study undertaken in a company where there was a changing culture as a result of changing modes and intensities of control. The organization had a culture and history of encouraging individual contribution. This history of individual encouragement was all the more important as the company endeavoured to move from a reliance on tangible product output to one that is more intangibly knowledge‐based and where the knowledge resource of the individual becomes increasingly important. The name of the case organization has been disguised for reasons of confidentiality.Copyright © 2005 John Wiley & Sons, Ltd.