Culture change or reengineering: A case study of employee perceptions preceding a major imminent change

Abstract

Two major approaches are found in managing organizational change. The traditional view subscribed to a strong link between organizational culture and changes related to organizational effectiveness. The more recent approach of organizational re-engineering is much more behavior oriented and places less emphasis on changing attitudes, beliefs and values as a prerequisite for organizational change. This article represents a case study investigating employee perceptions of a major imminent change in a large organization in view of these two approaches. The study indicates that employees are prepared to change their work behavior if they understand the reasons for the required changes, that they evaluate proposed changes in terms of their impact on the company as a whole rather than their impact on the individual or functional group contexts, and that they evaluate change in terms of its effects on their work satisfaction and individual fulfillment rather than on the status quo. The implication is that under circumstances of strategic or operational change, following the long route of culture change may be inappropriate