Enabling organisational cultural change using systemic strategic human resource management - a longitudinal study

The paper reports on a longitudinal assessment of sustained organizational cultural change in the Australian Taxation Office. Results from a major action research change project are provided. A clear finding from this research is that the cultural change had been sustained through the systemic application of strategic human resource management.

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.

Environmental and cultural change on the Mt Eccles lava-flow landscapes of southwest Victoria, Australia

The Gunditjmara people developed a socio-economic system based on the modification of wetland ecosystems associated with the Mt Eccles lava flow primarily for sustainable production and management of the highly nutritious shortfin eel (Anguilla australis). This paper examines the environmental history of these landscapes since their inception about 30 000 years ago, through palaeoecological analysis of sediment cores from associated lakes and swamps, in order to contribute to an understanding of the causes and timing of cultural transformation. Two records cover the whole of the 30 000 year history of the landscape while two others provide evidence of change within the Holocene. A great deal of variation within the landscape is revealed, both temporally and spatially, with opportunities for human exploitation through the whole recorded period. Although most features of the records can be explained by natural landscape development and climate change, some human modification can be suggested from around the Pleistocene—Holocene transition while more obvious indications of management relating to eel aquaculture are evident from about 4000 cal. yr BP that appear to include adaptations to the onset of a drier and more variable climate. The study has implications for the explanation of intensification of settlement in Australia more generally within the mid to late Holocene.

Intimacy at work: Playback theatre and corporate cultural change in Mercedes Benz, Brazil

On the back of a faltering economic year in 2007 and a major merger of motor car and truck dealerships, international motor car giant Mercedes Benz adopted a radical approach to re-aligning the company vision for their Brazilian business. Adopting a people-centred approach to change, they integrated participatory theatre and personal stories into a nationwide cultural development programme producing twelve performances in twelve cities. The central content of the performances came from employees who told personal stories that were then performed onstage. Each event acted as a unique expression of workplace values that would be led by employee attitudes and behaviour. Through the dialogic process, the company established a new code of conduct for customer care for the next phase of company activity. This article critiques various aspects of the programme and considers the value and limitations in the person-centred approach facilitated through theatre.

Organisational culture and cultural change: a network perspective

Organisational culture is a complex and heavily contested concept. Not only is it difficult to define what organisational culture is, but it is also very difficult to analyse how it guides and constrains behaviour, and whether and how organisational cultures change. The central argument of this article is that organisational networks can effect cultural change and that the terms ‘structural’ and ‘relational’, which are commonly used to conceptualise the properties of networks, may also provide a useful conceptual framework for understanding cultural change. While there has been some attention directed to the effects of organisational culture for networks, there has been very little attention placed on the potential for networks to shape organisational culture. Based on a detailed qualitative study of networks in the field of ‘high’ policing in Australia, the article draws on interviews with senior members of police and security agencies to explore organisational culture and cultural change. The article puts forward a network perspective on cultural change and aims to advance our knowledge of how security nodes can experience cultural change as they work together in and through networks.

Family Models of In(ter)dependence: Cultural Change and the Question of Universal Needs

I will start by discussing some aspects of Kagitcibasi’s Theory of Family Change: its current empirical status and, more importantly, its focus on universal human needs and the consequences of this focus. Family Change Theory’s focus on the universality of the basic human needs of autonomy and relatedness and its culture-level emphasis on cultural norms and family values as reflecting a culture’s capacity for fulfilling its members’ respective needs shows that the theory advocates balanced cultural norms of independence and interdependence. As a normative theory it therefore postulates the necessity of a synthetic family model of emotional interdependence as an alternative to extreme models of total independence and total interdependence. Generalizing from this I will sketch a theoretical model where a dynamic and dialectical process of the fit between individual and culture and between culture and universal human needs and related social practices is central. I will discuss this model using a recent cross-cultural project on implicit theories of self/world and primary/secondary control orientations as an example. Implications for migrating families and acculturating individuals are also discussed.