Organizational change, leadership and learning: culture as cognitive process

Abstract

Examines the claim that we need to change the organization’s culture if we want to bring about organizational change. Concerns itself with the mainstream conception of (organizational) culture, especially in relation to what is called “the paradox of culture”, its twin tendencies towards stability and variability. In the process, the role of the leader and organizational learning are reassessed in their purported causal interrelation. Develops the notion of culture as cognitive process based on recent research in both cultural anthropology and the new cognitive science.

Citation

Lakomski, G. (2001), "Organizational change, leadership and learning: culture as cognitive process", International Journal of Educational Management, Vol. 15 No. 2, pp. 68-77. https://doi.org/10.1108/09513540110383791