Cultural Synergy and Organizational Change: From Crisis to Innovation
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Cultural Synergy and Organizational Change : From Crisis to Innovation. / Strøbæk, Pernille Solveig; Vogt, Joachim.
In: Journal of Business and Media Psychology, Vol. 4, No. 1, 2013, p. 25-34.Research output: Contribution to journal › Journal article › Research › peer-review
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TY - JOUR
T1 - Cultural Synergy and Organizational Change
T2 - From Crisis to Innovation
AU - Strøbæk, Pernille Solveig
AU - Vogt, Joachim
PY - 2013
Y1 - 2013
N2 - This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After amerger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a divisionoffice (N = 21). Word counts of ‘I’ and ‘we’ revealed that people sharing pre-merger organizational background (homogeneous groups)used ‘we’ more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division officeemployees mainly discussed meetings, commitment, and office space. Organizational background rather than office cultures guided thesedifferences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees areoffered. Thus, interesting new ways to transform problems and frustrations into solutions and innovations were revealed and deserve furtherresearch.
AB - This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After amerger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a divisionoffice (N = 21). Word counts of ‘I’ and ‘we’ revealed that people sharing pre-merger organizational background (homogeneous groups)used ‘we’ more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division officeemployees mainly discussed meetings, commitment, and office space. Organizational background rather than office cultures guided thesedifferences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees areoffered. Thus, interesting new ways to transform problems and frustrations into solutions and innovations were revealed and deserve furtherresearch.
KW - Faculty of Social Sciences
KW - corporate culture
KW - occupational health
KW - organizational restructuring
KW - social rhythms
M3 - Journal article
VL - 4
SP - 25
EP - 34
JO - Journal of Business and Media Psychology
JF - Journal of Business and Media Psychology
SN - 2191-5814
IS - 1
ER -
ID: 44269402