This study examined the relationship between organizational culture and strategic change. Specifically, how leaders can identify a preferred culture to support a new vision and create an action plan for shifting the existing to the preferred culture. Two frameworks were used: The Competing Values Culture Framework and Appreciative Inquiry. The combination of these models can be a helpful tool to create practical knowledge about culture and provide action plans to support the preferred state. Leaders indicated a 52% decrease in hierarchy and a 120% increase in adhocracy culture would effectively support the new vision. These results mapped to literature findings indicating that an innovative, adhocracy culture can boost effectiveness for non-profit organizations and enhance their ability to carry out strategy. Results revealed leaders’ preferred culture consisted of equal emphasis on both clan and adhocracy. Leaders indicated collaboration and support associated with clan orientation was a necessary component to facilitate development of an adhocracy culture.
|School Location:||United States -- California|
|Source:||MAI 81/2(E), Masters Abstracts International|
|Subjects:||Business education, Management, Organization Theory|
|Keywords:||Leadership, Organizational culture, Strategic change|
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