Agents of change? Bank branch managers and the management of corporate culture change

Abstract

Discusses the increase in interest (both managerial and theoretical) in the field of corporate culture. Drawing on research in the financial services, points to the critical role of branch managers (middle managers) in the role of corporate culture change. While top leadership was important in providing a catalyst for change, employees’ perceptions of such leadership was vague. Branch managers were seen as the leaders on the ground, decoding and indeed reinterpreting corporate messages.

Citation

Brubakk, B. and Wilkinson, A. (1996), "Agents of change? Bank branch managers and the management of corporate culture change", International Journal of Service Industry Management, Vol. 7 No. 2, pp. 21-43. https://doi.org/10.1108/09564239610113451