This study proposed that organizational change communication could be improved by tailoring the change message to an organization's cultural profile. Specifically, this study theorized that using a systematic process to identify organizational cultures and subcultures, and then tailoring the change message to each group's concerns, could reduce organizational members' resistance to change and consequently improve the likelihood of successful organizational change. Using an experimental research design, the study found that change messages aligned with the preferred future organizational culture produce greater support for an organizational change than non-aligned change messages. Furthermore, the study found that the cultural gap---the difference between the perceived current and preferred future cultural orientation---did not accurately predict the level of support for organizational change.Providing a aroot identitya for organization members (Deal aamp; Kennedy, 1982/2000 ; Peters aamp; Waterman, 1986; Smircich, ... Of perhaps even greater interest for this study, however, is exploring the points within the organization where these roles come together to affect organizational behavior. Organizational Subcultures The roles played by organizational culture may be enacted at the organizational level, anbsp;...
|Title||:||The Culturally Aligned Change Message: How Knowledge of Organizational Culture Can Improve Support for Organizational Change|
|Author||:||Geri J. Wildenberg|
|Publisher||:||ProQuest - 2006|