Cultural change: an integration of three different views

Article Abstract:

In this article we integrate three disparate views of culture and cultural change. With each view comes a distinct set of implications about the nature, scope, source(s), and consequences of culture change. Each view also suggests distinct implications for those who wish to manage cultural change in organizations. We argue that to understand how organizations change, in general, it is important to understand these disparate, yet interrelated processes of cultural change. We present these three views of culture and cultural change processes in organizations. (Reprinted by permission of the publisher.)

Corporate culture, Organizational change, United States. Peace Corps

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Adoption, discontinuation and retention of a capital good innovation

Article Abstract:

An analysis of post-innovation adoption behaviour revealed that over a third of adopters subsequently discontinued a capital good innovation. Innovation non-adopters, discontinuers, and retainers exhibited sharp differences with respect to size, age, and multinationality. Paradoxically, while favourable economic conditions discouraged innovation adoption, organizations that adopted the innovation under these conditions were more likely to retain it. (Reprinted by permission of the publisher.)

Analysis, Business, Innovations, Management research

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