Role of individuals and groups in organizational cultural changes

Lasse Granroth

Role of individuals and groups in organizational cultural changes

Julkaisun otsikon käännös: Yksilöiden ja ryhmien rooli organisaatiokultuurin muutoksessa

Lasse Granroth

Tuotantotalouden laitos

Tutkimustuotos: Doctoral Thesis › Monograph

Abstrakti

Organisaatioilla on kasvava tarve muuttua yhä nopeammin muuttuvassa toimintaympäristössä. Aiemmin omaksutut toimintamallit ja uskomukset voivat olla ristiriidassa tavoiteltujen muutosten kanssa. Organisaation vallitsevalla kulttuurilla, jaetuilla uskomuksilla ja toimintamalleilla, on keskeinen vaikutus organisaatioiden jäsenten hyvinvointiin ja organisaation tuloksentekokykyyn. Organisaatiokulttuurin muutoksen tutkimus on tarkastellut viimeksi kulu-neiden vuosikymmenien aikana kulttuurin muutosta organisaatioissa, mutta usein johdon käynnistämänä prosessina. Viimeaikainen tutkimuksen mukaan kulttuurillinen muutos on usein eri organisaatioryhmien välisen vuorovaikutuksen tulosta. Tämä muuttunut näkökulma korostaa tarvetta ymmärtää miten jäsenten toimijuus ja käyttämä valta vaikuttaa muutosprosessissa. Tässä väitöskirjassa tarkastellaan organisaatiokulttuurin muutosta orga-nisaatioiden sisällä mikrotason muutostoiminnan näkökulmasta; tutkimalla ryhmien sisäistä ja ryhmien välistä muutostoimintaa. Tutkimuksessa analysoidaan erityisesti jäsenten vuorovaikutusta, joka pyrkii muuttamaan ja muuttaa ryhmän kulttuurillisia piirteitä. Näkökulma rajaa tarkastelun organisaatioiden sisäisiin muutoksiin. Väitöskirjan tutkimusote on induktiivinen. Havaittuja ilmiötä ja niiden suhteita pyritään ymmärtämään valitsemalla havaintoihin sopivia teo-rianäkökulmia. Väitöskirja muodostuu kolmesta osatutkimuksesta, joista kukin tarkastelee mikrotason toimintaa omasta näkökulmastaan: neuvotteluna, normien rikkomisena ja vastarintana. Osatutkimusten myötä tarkastellaan kulttuurin muutokseen vaikuttavia mikrotason sosiaalisia mekanismeja. Keskeiset tulokset sisältävät havaintoja prosesseista, joiden kautta jäsenet käsittelevät vallitsevia käsityksiä haastavia näkemyksiä ja jotka muuttavat organisaation kulttuurillisia piirteitä. Mukaan lukien havainto, että mikrotason muutostoiminta näyttää seuraavan sosiaalisista liikkeissä tunnistettua mallia, jonka mukaan jäsenet tuottavat resursseja, joita käytetään mobilisoidessa ryhmän sisäisiä ja ulkoisia toimijoita. Tutkimus osallistuu akateemiseen keskusteluun kulttuurillisesta muutoksesta avaamalla organisaation jäsenten roolia kulttuurin ylläpitämisessä ja muutoksessa. Tutkimus myös avata tiettyjä mekanismeja, joiden kautta jäsenet voivat vaikuttaa organisaationsa kulttuuriin. Tutkimus suosittelee niin tutkijoita kuin muutosjohtajia tarkastelemaan organisaatioiden piilevää ja vaikeasti havaittavaa jäsenten tekemää muutostyötä.

Julkaisun otsikon käännös	Yksilöiden ja ryhmien rooli organisaatiokultuurin muutoksessa
Alkuperäiskieli	Englanti
Pätevyys	Tohtorintutkinto
Myöntävä instituutio	Aalto-yliopisto
Valvoja/neuvonantaja	Biniari, Marina, Vastuuprofessori Rajala, Risto, Ohjaaja
Kustantaja	Aalto University
Painoksen ISBN	978-952-64-1046-3
Sähköinen ISBN	978-952-64-1047-0
Tila	Julkaistu - 2022
OKM-julkaisutyyppi	G4 Monografiaväitöskirja

Tutkimusalat

organisaatiokulttuuri
kulttuurillinen muutos
muutostoiminta
ryhmän sisäinen muutostoiminta
ryhmien välinen muutostoiminta
valta
sosiaaliset liikkeet
diskursiiviset tilat
muutosjohtaminen
normien rikkominen
vastarinta
neuvottelu

Pääsy asiakirjaan

http://urn.fi/URN:ISBN:978-952-64-1047-0

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@phdthesis{e78a172e524e4ff7b1be4553a786172e,

title = "Role of individuals and groups in organizational cultural changes",

abstract = "Contemporary organizations face the need for an increasingly rapid pace of change in the changing environment. Need to transform, adapt and adopt is high, but established practices and beliefs among organizational members may conflict with the drivers of change. Organizational culture has a significant impact on organizational life; both in terms of the well-being of its members and the performance of the organization. Prior research of cultural change in organizations has devoted much attention to illuminating the process of cultural change in recent decades. The perspective of cultural change has changed, and contemporary studies see cultural change as an outcome of interaction among multiple parties or internal groups of an organization. This changed perspective highlights a need to understand the role of power and agency in the cultural change process. This thesis investigates cultural change from the perspective of micro-level change activity within organizations; how in- and inter-group change work transforms cultural features. In particular, this perspective focus on the interaction between organizational members that seeks to change and changes the cultural features of the organization. Hence, this perspective is delimited to outcomes and agendas related to cultural change within organizations. The thesis adopts an inductive research approach. The observed phenomena and their interrelationships are illuminated by selecting theoretical lenses based on their fit with the phenomena at hand. The thesis includes three substudies, each of which investigates the change activity using a chosen theoretical frame; the selected frames are negotiation, normbreaking and resistance. Through these substudies, the thesis enlightens the underlying social mechanisms of cultural change. The main findings include observations of the processes through which individual members within organizations handle issues that conflict the dominant cultural order in an organization, as well as the outcomes of the processes that change groups' cultural features. This includes the finding that micro-level change activity resembles social movements activity; members generate resources to mobilize in-group and out-group members for the change activity. The study contributes to the discourse of cultural change in organizations by shedding new light on the role of organization members in cultural change and continuity. This thesis is also unpacking specific mechanisms through which members may impacts the cultural features of organizations. Finally, the thesis urges both scholars and change management practitioners to consider the latent activity that underpins change in the organizational culture, but it is hard to detect.",

keywords = "organizational culture, cultural change, in-group change activity, inter-group change activity, power, social movements, discursive spaces, change man-agement, norm-breaking, organisaatiokulttuuri, kulttuurillinen muutos, muutostoiminta, ryhm{\"a}n sis{\"a}inen muutostoiminta, ryhmien v{\"a}linen muutostoiminta, valta, sosiaaliset liikkeet, diskursiiviset tilat, muutosjohtaminen, normien rikkominen, vastarinta, neuvottelu, organizational culture, cultural change, in-group change activity, inter-group change activity, power, social movements, discursive spaces, change man-agement, norm-breaking",

author = "Lasse Granroth",

year = "2022",

language = "English",

isbn = "978-952-64-1046-3",

series = "Aalto University publication series DOCTORAL THESES",

publisher = "Aalto University",

number = "180",

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TY - BOOK

T1 - Role of individuals and groups in organizational cultural changes

AU - Granroth, Lasse

PY - 2022

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N2 - Contemporary organizations face the need for an increasingly rapid pace of change in the changing environment. Need to transform, adapt and adopt is high, but established practices and beliefs among organizational members may conflict with the drivers of change. Organizational culture has a significant impact on organizational life; both in terms of the well-being of its members and the performance of the organization. Prior research of cultural change in organizations has devoted much attention to illuminating the process of cultural change in recent decades. The perspective of cultural change has changed, and contemporary studies see cultural change as an outcome of interaction among multiple parties or internal groups of an organization. This changed perspective highlights a need to understand the role of power and agency in the cultural change process. This thesis investigates cultural change from the perspective of micro-level change activity within organizations; how in- and inter-group change work transforms cultural features. In particular, this perspective focus on the interaction between organizational members that seeks to change and changes the cultural features of the organization. Hence, this perspective is delimited to outcomes and agendas related to cultural change within organizations. The thesis adopts an inductive research approach. The observed phenomena and their interrelationships are illuminated by selecting theoretical lenses based on their fit with the phenomena at hand. The thesis includes three substudies, each of which investigates the change activity using a chosen theoretical frame; the selected frames are negotiation, normbreaking and resistance. Through these substudies, the thesis enlightens the underlying social mechanisms of cultural change. The main findings include observations of the processes through which individual members within organizations handle issues that conflict the dominant cultural order in an organization, as well as the outcomes of the processes that change groups' cultural features. This includes the finding that micro-level change activity resembles social movements activity; members generate resources to mobilize in-group and out-group members for the change activity. The study contributes to the discourse of cultural change in organizations by shedding new light on the role of organization members in cultural change and continuity. This thesis is also unpacking specific mechanisms through which members may impacts the cultural features of organizations. Finally, the thesis urges both scholars and change management practitioners to consider the latent activity that underpins change in the organizational culture, but it is hard to detect.

AB - Contemporary organizations face the need for an increasingly rapid pace of change in the changing environment. Need to transform, adapt and adopt is high, but established practices and beliefs among organizational members may conflict with the drivers of change. Organizational culture has a significant impact on organizational life; both in terms of the well-being of its members and the performance of the organization. Prior research of cultural change in organizations has devoted much attention to illuminating the process of cultural change in recent decades. The perspective of cultural change has changed, and contemporary studies see cultural change as an outcome of interaction among multiple parties or internal groups of an organization. This changed perspective highlights a need to understand the role of power and agency in the cultural change process. This thesis investigates cultural change from the perspective of micro-level change activity within organizations; how in- and inter-group change work transforms cultural features. In particular, this perspective focus on the interaction between organizational members that seeks to change and changes the cultural features of the organization. Hence, this perspective is delimited to outcomes and agendas related to cultural change within organizations. The thesis adopts an inductive research approach. The observed phenomena and their interrelationships are illuminated by selecting theoretical lenses based on their fit with the phenomena at hand. The thesis includes three substudies, each of which investigates the change activity using a chosen theoretical frame; the selected frames are negotiation, normbreaking and resistance. Through these substudies, the thesis enlightens the underlying social mechanisms of cultural change. The main findings include observations of the processes through which individual members within organizations handle issues that conflict the dominant cultural order in an organization, as well as the outcomes of the processes that change groups' cultural features. This includes the finding that micro-level change activity resembles social movements activity; members generate resources to mobilize in-group and out-group members for the change activity. The study contributes to the discourse of cultural change in organizations by shedding new light on the role of organization members in cultural change and continuity. This thesis is also unpacking specific mechanisms through which members may impacts the cultural features of organizations. Finally, the thesis urges both scholars and change management practitioners to consider the latent activity that underpins change in the organizational culture, but it is hard to detect.

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KW - cultural change

KW - in-group change activity

KW - inter-group change activity

KW - power

KW - social movements

KW - discursive spaces

KW - change man-agement

KW - norm-breaking

KW - organisaatiokulttuuri

KW - kulttuurillinen muutos

KW - muutostoiminta

KW - ryhmän sisäinen muutostoiminta

KW - ryhmien välinen muutostoiminta

KW - valta

KW - sosiaaliset liikkeet

KW - diskursiiviset tilat

KW - muutosjohtaminen

KW - normien rikkominen

KW - vastarinta

KW - neuvottelu

KW - organizational culture

KW - cultural change

KW - in-group change activity

KW - inter-group change activity

KW - power

KW - social movements

KW - discursive spaces

KW - change man-agement

KW - norm-breaking

M3 - Doctoral Thesis

SN - 978-952-64-1046-3

T3 - Aalto University publication series DOCTORAL THESES

PB - Aalto University

ER -

Role of individuals and groups in organizational cultural changes

Abstrakti

Tutkimusalat

Pääsy asiakirjaan

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