COERCED PRACTICE IMPLEMENTATION IN CASES OF LOW CULTURAL FIT: CULTURAL CHANGE AND PRACTICE ADAPTATION DURING THE IMPLEMENTATION OF SIX SIGMA AT 3M

Anna Canato*, Davide Ravasi, Nelson Phillips

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

In this article, we present the findings of a longitudinal study of coerced implementation of a practice in the face of a low degree of fit between the practice and an organization's culture. Contrary to current predictions stating that a lack of cultural fit will eventually be resolved through adaptation of new practices, our findings portray the implementation of culturally dissonant practices as an ongoing process involving the mutual adaptation of organizational practices and culture. Our emerging model describes the cultural changes induced by the coercive implementation of new practices as involving a partial change in shared beliefs and behavioral patterns and a more general enrichment of the cultural repertoire of organization members.

Original languageEnglish
Pages (from-to)1724-1753
Number of pages30
JournalAcademy of Management Journal
Volume56
Issue number6
DOIs
Publication statusPublished - Dec 2013
MoE publication typeA1 Journal article-refereed

Keywords

  • QUALITY MANAGEMENT-PRACTICES
  • ORGANIZATIONAL CULTURE
  • RETROSPECTIVE REPORTS
  • TQM ADOPTION
  • STRATEGIES
  • ROUTINES
  • PERSPECTIVE
  • SENSEMAKING
  • FIELD
  • CONSEQUENCES

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