Perspectives on organisational change: The struggle between dominating and residual cultures in savings banks

Abstract

Purpose

The purpose of the paper is to investigate identity change in savings banks. The savings bank movement is gradually shifting from a residual culture of using the bank to promote savings, into a dominant culture closely resembling commercial banks.

Design/methodology/approach

Theory draws on key research in the field of organisational change and corporate identity. A qualitative methodology is used to investigate a large portion of the savings banks movement in Sweden.

Findings

The shift in culture is a result of decreasing values of original visions, a process of commercialising the savings bank idea and increasing chief executive officer (CEO) influence and professionalisation.

Research limitations/implications

The results are primarily applicable for savings banks.

Practical implications

The paper shows the ongoing changes in the savings bank community and the effects of these changes on critical stakeholders. In particular, the important role of CEOs in non‐profit organisations is illustrated and discussed.

Originality/value

Few studies focus on change in culture and the consequences for stakeholder relations. There is no prior study on savings banks and organisational change.

Citation

Silver, L. (2009), "Perspectives on organisational change: The struggle between dominating and residual cultures in savings banks", Corporate Communications: An International Journal, Vol. 14 No. 4, pp. 369-388. https://doi.org/10.1108/13563280910998736