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Article Information:
Title:
Culture, cognitive dissonance and the management of change
Author(s):
Bernard Burnes, Hakeem James
Journal:
International Journal of Operations & Production Management
Year:
1995
Volume:
Issue:
Page:
14 - 33
ISSN:
0144-3577
DOI:
10.1108/01443579510094062
Publisher:
MCB UP Ltd
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Abstract:
In the 1980s it became increasingly apparent that the management of
change is a crucial factor in organizational performance. However, it
became equally apparent that many organizations found great difficulty
in successfully planning and implementing change. One oft-quoted reason
for this was the lack of involvement of those affected by the change in
its planning and implementation. Consequently it now appears to be the
received wisdom that employee involvement in change projects is “a
good thing”. However, this blanket injunction to
“involve” ignores both the context in which particular
change projects take place and the varying degrees of involvement which
are possible. In an attempt to rectify this, examines how an
organization's culture and the degree of cognitive dissonance generated
by proposals for change influence the depth and type of employee
involvement required to create a positive climate for change. Concludes
by arguing that these factors are crucial not only in identifying the
best approach to managing change in a particular situation but also in
determining whether such a project should be undertaken in the first
place.
Keywords:
Corporate culture, Management, Organizational change, Participation
Article Type:
Research Paper