TY  - JOUR
AB  - Based on empirical work from two major UK organizations. British
Airways and BT (formerly British Telecom), both of whom have, after
privatization, engaged in large‐scale culture change programmes. Both
organizations have made substantial job cuts and (at the time of writing
in May 1991) both organizations have announced the need for further
redundancies. Considers the objectives of culture change programmes and
evaluates the extent to which they have been achieved in the
organizations concerned, i.e. what values are cultivated and to what
extent are they shared by organizational members? Considers the
conflicting messages offered by the redundancy programmes and attempts
to assess the implications for individuals and for self‐perception of
job losses in the context of culture change.
VL  - 21
IS  - 1
SN  - 0048-3486
DO  - 10.1108/00483489210009093
UR  - https://doi.org/10.1108/00483489210009093
AU  - Höpfl Heather
AU  - Smith Sheila
AU  - Spencer Sharon
PY  - 1992
Y1  - 1992/01/01
TI  - Values and Valuations: The Conflicts between Culture Change and Job Cuts
T2  - Personnel Review
PB  - MCB UP Ltd
SP  - 24
EP  - 38
Y2  - 2024/09/19
ER  -