Can we alter behaviours without "culture change"?. Issue 5 (8th April 2014)

• Record Type: Journal Article
• Authors: Coulson-Thomas, Colin
• Is Part Of: Strategic direction. Volume 30:Issue 5(2014)
• Page Start: 37
• Page End: 39
• Publication Date: 2014-04-08
• Subjects: Management -- Periodicals; 658.4005
• DOI: 10.1108/SD-04-2014-0042
• Languages: English
• ISSNs: 0258-0543

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – The purpose of the article is to share certain findings of a five-year investigation. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – It draws upon under-pinning research reports and analysis of early adoptions of what the evidence suggests is the most affordable route to high performance organisations. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – Many corporate culture change programmes are unnecessary if their purpose is to quickly change behaviours and can be problematic in organisations that need to embrace a diversity of cultures and a variety of approaches and behaviours across different functions and business units. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – Performance support can be a cost-effective way of changing behaviour, ensuring people remain current and competitive and delivering multiple objectives without requiring a change of culture or structure. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – The article suggests that a "new leadership" and shift of emphasis is required.</p> </sec> </abstract>