In 2009, the global automotive marketplace was shook to its core with the collapse of several industry giants. As governments around the globe struggled economically to find ways to keep the industry (and the jobs that go with it) from ruin, executives, analysts and insiders were quick to identify that at its core, the greatest obstacle to recovery for the largest of these companies was an organizational culture that was hierarchical, bureaucratic, risk-averse and lacking in accountability.
This empirical case-study is an action research examination of a large auto manufacturer’s attempt at positively changing its organizational culture during a period of intense market and internal stress. The study occurs against the backdrop of bankruptcy, reorganization and government receivership.
The study is a two-point mixed modal analysis of a sub group of employee’s experience of the organization’s culture. The study measures shifts in employee perceptions while the company’s leadership instituted broad based change initiatives. The Organizational Culture Inventory ® was used to measure the strength of 12 behavioral norms before and after the change initiatives were introduced. The results of the culture survey were cast against commercial metrics examining the organization’s stated business goals in order to add depth of understanding of the change.
The overall objective of this research is twofold: 1) to further the body of research in organizational change and culture change efforts - assisting leaders in practical understanding of the critical drivers of success. 2) To positively impact the cultural change effort of the organization that the researcher belongs to - using Action Research in an attempt to drive behaviors that serve the common benefit of the company and its employees.
|Advisor:||Yaeger, Therese F.|
|Commitee:||Haviley, Corinne, Sorensen, Peter F., Jr|
|School Location:||United States -- Illinois|
|Source:||DAI-A 74/07(E), Dissertation Abstracts International|
|Subjects:||Organizational structure, Transportation equipment industry, Management|
|Keywords:||Automobile manufacturing, Bankruptcy, Culture change, Government receivership, Market stress, Organizational culture|
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