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The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

The purpose of this case study is to gain insight into how a cultural change process develops as a result of organizational transformation.

This case study employs an ethnographic and longitudinal research design. The transformation period of the organization is described by means of desk research and interviews with the management. Simultaneously, the cultural change process is described following four organizational mindset analyses.

This paper supports the theoretical assumption that culture changes as a reaction to transformation. However, in this case study, culture is also proven to be proactive, in that it emerged a year before the actual transformation was carried out. It is believed that the announcement of the new transformation caused a shift in the organizational mindset, enabling its members to deal with a situation of high uncertainty and stress. Whether the cultural change process in reaction to the transformation will evolve into a new sustainable cultural equilibrium could not yet be determined.

This study has contributed to comprehending the relationship between transformation and the process of cultural change. Cultural change is not solely a reaction to transformation. It can also be proactive in that it emerges before the transformation is carried out. That makes cultural change both proactive and reactive in relation to transformation, an insight that, as such, has not yet been discussed in the cultural theory.

This paper presents an interactionistic perspective that proposes three hypotheses: (1) Cultures have a life of their own: they change due to interactions in the cultural ecology; (2) Different modalities of a culture change at different paces and to different extents; (3) There appears to be an isomorphism between economic performance and cultural change. Should a cultural explanation of the Asian “growth” and “fall” be sought, it would be more meaningful to link economic performance to changes in Confucianism than to the static perception of that tradition. Managers should give more attention to the processes and impacts of cultural change in organizational behaviors in, especially, emerging markets.

This paper aims to investigate the adverse effects of addiction to social media usage on expatriates' cultural identity change in cross-cultural settings.

A questionnaire survey was conducted in two public universities in China. Among the questionnaires distributed, 333 useful responses were obtained from international students for data analysis.

Regression results show addiction to social media usage exerts adverse effects by negatively moderating the relationship between associations with locals and the three dimensions of cultural intelligence. Addiction to social media usage impairs expatriates from developing cultural intelligence from associations with locals, which in turn affects their cultural identity change.

Research findings suggest that expatriates, administrators and educators should be highly aware of the adverse effects of addiction to social media usage in complex cross-cultural settings wherein expatriates are more dependent on information technology. The important role of cultural intelligence should also be highlighted for its bridging role in managing cultural identity change for acculturation purpose. No causal relationships between variables can be established considering the cross-sectional design of the research. Longitudinal or experimental design could be a promising methodology for future efforts.

The current research contributes to the knowledge on information management applied to cross-cultural settings. The present study combines an IT contingent view with cross-cultural study to explore the adverse effects of addiction to social media usage on the development of expatriates' cultural intelligence from associations with locals, thereby influencing cultural identity change. The research provides new perspectives to expand the nomological framework of cross-cultural studies by combining the enabling roles of information technology.

This work seeks to offer a greater understanding of Lean healthcare implementation challenges conceptually taking a situated cultural organizational change perspective.

A descriptive model of healthcare organizations’ Lean adoption trajectories is built using ripple and bridging modelization strategies from elements of three classic organizational change theories and knowledge from Lean, organizational culture, healthcare and operations management literature.

The “contingent Lean culture adoption” (CLCA) model suggests five theoretical trajectories the healthcare organizations may experience when conducting a Lean transformation. These trajectories evolve from a new concept of Lean cultural friction (LCF) which represents cultural friction that a healthcare organization encounters toward an ultimate Lean culture proficiency state through time. From high to low initial LCF, a healthcare organization may in its Lean proficiency course end up in three states: lower, similar or higher LCF situation.

The CLCA model demonstrates the potential to be developed into a framework and possibly a Lean cultural friction theory pending further qualitative and quantitative validation.

The CLCA model may help healthcare managers to use more appropriate cultural change strategies during their organization’s Lean journey.

This work enriches the concept of Lean cultural change which may apply not only to healthcare organizations but also to other ones. It suggests the existence of a healthcare organization Lean culture proficiency archetype and introduces the notion of Lean cultural friction.

The questions addressed by this review are: first, what are the guiding principles underlying efforts to stimulate sustained cultural change; second, what are the mechanisms by which these principles operate; and, finally, what are the contextual factors that influence the likelihood of these principles being effective? The paper aims to discuss these issues.

The authors conducted a literature review informed by rapid realist review methodology that examined how interventions interact with contexts and mechanisms to influence the sustainability of cultural change. Reference and expert panelists assisted in refining the research questions, systematically searching published and grey literature, and helping to identify interactions between interventions, mechanisms and contexts.

Six guiding principles were identified: align vision and action; make incremental changes within a comprehensive transformation strategy; foster distributed leadership; promote staff engagement; create collaborative relationships; and continuously assess and learn from change. These principles interact with contextual elements such as local power distributions, pre-existing values and beliefs and readiness to engage. Mechanisms influencing how these principles sustain cultural change include activation of a shared sense of urgency and fostering flexible levels of engagement.

The principles identified in this review, along with the contexts and mechanisms that influence their effectiveness, are useful domains for policy and practice leaders to explore when grappling with cultural change. These principles are sufficiently broad to allow local flexibilities in adoption and application.

This is the first study to adopt a realist approach for understanding how changes in organizational culture may be sustained. Through doing so, this review highlights the broad principles by which organizational action may be organized within enabling contextual settings.

Various theoretical studies were carried out which attempted to identify impacting factors of cultural changes; however, these studies ignored the correlation among other affecting factors all together. In this paper, the authors aim not only to discuss the hidden layers that trigger the cultural changes but also to answer the questions of how to identify the main factors in each layer based on casual layered analysis (CLA), which could have a strong impact in shaping other layers’ factors? What are the dominant metaphors and worldviews that human beings are telling themselves about our universe that influences the future cultural changes?

To answer the questions of “how to identify the main factors in each layer,” the CLA methodology was used to investigate the underlying reasons. CLA takes into account four layers (litany, social systems, dominant discourse and worldviews and metaphors), which could be a tremendous help in identifying the mentioned factors.

The analysis shows that there are some contributing factors such as economy, technology, politics, society, environment, mass media, globalization and migration at the second layer – “social systems layer” – which may trigger cultural changes in first layer “litany”; in addition, in the third and deeper layer two dominant worldviews – materialist/secular and religious affecting the contributing factors in the second layer – were identified. Such worldviews are, in turn, supported by metaphors or perfect stories/myths of the deepest layer.

It can be concluded that because the cultural changes as a reality is composed of different layers, it is important to dig into different layers of reality to comprehend the significant shaping factors of that reality to visualize and make the better future.

The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations and especially in associations are more numerous, mainly because of the search for compromise in the decision-making phases and the high level of loyalty in mission that strongly stimulates the voice of one’s opinion. The authors observe that a modification of the organizational culture, through symbolic changes, can resolve the conflicts sequence.

Culture is measured through the organizational culture profile tool and the culture deciphering technique. The authors detail two cases of non-profit organizations, in which conflicts sequence resolution was handled through organizational culture change while conflicts resolution at the individual level could not bring an end to the conflicts sequence.

These cases highlight how organizational culture shapes behaviors and conflicts handling styles. These cases also give insights on how an organizational culture can be changed to setup new default conflict handling styles in an organization. The cultural change management only worked when it was planned on critical cultural change readiness factors with a strong enforcement of the change by the governing bodies.

This study complements research studies on how organizational culture shapes attitudes and behaviors and shows how and under which conditions a cultural change could resolve a conflict sequence. This study also presents a conflict resolution method when the roots of conflicts are embedded in the existing organizational culture. In such conflicts situation, interpersonal conflict resolution technique did not solve the conflicts sequence and only cultural change finally brought an end to the sequence.

A combined search on two levels, the individual level and the organizational culture level, will thus show convergent conflict sources and get a great deal of knowledge before solving individual-level conflicts.

The non-profit sector is sometimes subject to high-conflict situation and this research contributes to more efficient conflict resolution protocols with an applicable method of conflict analysis, change management and conflict resolution.

The work showed how the organizational culture is a key element in the explanation of conflict sources and conflict handling in case of high and repeated conflict situation. It is thus possible to resolve conflict sequence by changing a carefully chosen cultural trait. Nevertheless, the culture change management program is complex and risky. In a high-conflict situation, the authors identified several key conflict resolution factors: the careful identification of the organizational culture traits explaining conflict handling style; the alignment of the management team on the cultural change plan to raise up the intensity of the new set of behaviors; and the selection of the most efficient symbolic change decision.

This article discusses success factors of cultural integration and cultural change processes in mergers and acquisitions. The focus of the project is on the effects of frictions between structure and cultures, and frictions between different cultures, on the functioning of the organisation. The factors discussed are based on empirical findings, and on literature that, in the analysis, proved to corroborate these findings, or insights based on these findings. It is argued that cultural integration is furthered by mutual trust. Trust can be built by shared goals, by dialogue, by looking for shared norms, monitoring and handling deviance. Cultural change processes were found to be dependent on legitimisation of the changes, clarification of goals and changes in what is expected of organisational members, monitoring and guidance, conditions of psychological safety, and feedback on success and failure outcomes that is worked upon in a learning mode.

This paper aims to investigate the influence of economic and cultural factors, separately and combined, on international country segments and to reveal the stability of factors and country segments over time.

Principal component analysis is used to develop three economic factors and two cultural factors borrowed from the World Value Survey. Cluster analysis is used to form country clusters based on the economic and cultural factors, separately, and then combined, to detect whether both economics and culture need to be included as bases for macro-country segmentation. Further, the authors look at these issues across time, the beginning of the decade (1990) and then at the end of the decade (1999).

Results support the hypotheses that economics and culture are both necessary for country-level segmentation but reject the hypothesis of cultural convergence as a consequence of technological development and industrialization. The authors confirm that cultural values and beliefs, although persistent, may change gradually under the influence of environmental forces such as economic development. The results support the instability of country segment membership when analyzed over one decade. Economic changes in some countries lead to their movement across segments.

Results suggest that managers concerned with international segmentation should include both economic and cultural variables and reevaluate country segment membership continuously rather than relying on results obtained in a single period.

Many international segmentation studies have used macro-level, secondary data to identify country clusters based on similarities in political, economic, geographic or cultural variables for a single period. This study extends existing international segmentation models by examining economic and cultural variables (separately, and then combined), and segment membership over time.