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The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement.

A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept.

This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change.

Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries.

The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.

Historically black colleges and universities (HBCUs) are facing changes in the twenty-first century driven in part by a change in the societal demands on the educational system. Organizational adaptation to changing environment is discussed in the business and management literature, which now includes organizational adaptation in higher education (Brown, 2012; Cameron, 1984; Drew, 2010; Rogers, 2013; Sporn, 1999). The focus of this research is organizational adaptation in four HBCUs. Although HBCUs have long histories and just over 100 of them currently exist, the researchers have focused on four of these institutions and the factors that have enabled them to adapt to change. These changes are forcing colleges and universities to reexamine their organizational strategy to adapt to changes in the educational environment.

The purpose of this research was to examine enabling factors of four HBCUs to adapt to the changing environment. Drawing from historical and archival material, the researcher examined four HBCUs – Bluefield State College, Bowie State University, Hampton University, and Spelman College, and how each adapted to the changing environment. A multiple case study designed was selected to understand the adaptation phenomenon within and across institutions. A review of the literature on organizational adaptation and change, along with a case study analysis of four HBCUs identified the factors that enhanced their adaptive strategies and ability to adapt successfully to the changing environment. The four factors were leadership, culture, structure, and business strategy that influenced each university's ability to adapt successfully to change. Chaffee's (1984, 1985) adaptive and interpretative strategy models and Miles and Snow's (1978) adaptive cycle provided the lens to examine adaptation in these institutions. In this study, leadership, culture, structure, and business strategy were observed as factors that enhanced each school's adaptation to the changing environment.

Chaffee's (1984, 1985) adaptation models and Miles and Snow's (1978) theoretical framework were employed to evaluate adaptation in these organizations. Each of these institutions faced organizational challenges that required an adaptive response. The quality of the adaptive response enabled each organization to adapt to its changing environment, and these changes involved long-range planning for these organizations and not merely short-term gains. The adaptive responses were hinged on the presence of four factors: leadership, culture, structure, and business strategy. Leadership and culture were the most prominent factors that supported organizational change.

The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of leadership in understanding and changing culture within organizations and explores different change management models to effectively change culture within organizations. This chapter summarizes tools from the Leadership and Change Management literature, including findings from the author’s studies, and best practices from a variety of industries.

Tools are provided so that readers can target leadership changes in preparation for cultural change. Leadership behaviors at the top of an organization are discussed using the full-range leadership model, with a specific focus on understanding, developing, and harnessing transformational leadership behaviors within an organization. Leadership at the top of an organization is complemented with a discussion of the importance of middle leadership throughout the organization including a model to understand and develop those behaviors. The chapter ends with seven different approaches to structuring and managing change that organizations can adopt to improve the probability of driving successful change in their organizations.

For organizations seeking to develop or improve their safety culture, these tools provide a roadmap for harnessing the needed leadership behaviors and organizational tools to effectively make change. By understanding and applying these tools, organizations can find success in their culture change initiatives faster and with fewer problems.

Drawing on methods and metaphors from complexity science and organizational systematics, this chapter outlines a model for bringing about positive organizational transformation through the alignment of strategy, culture, and social networks. A key concept behind this model is that uncertainty and volatility arising from within or outside an organization must be met with purposeful and informed leadership intervention. The act of organizational alignment must become a core skill for the modern manager. Finally, the process and outcomes of taking such an approach to organizational change are illustrated through a case example.

Examines the claim that we need to change the organization’s culture if we want to bring about organizational change. Concerns itself with the mainstream conception of (organizational) culture, especially in relation to what is called “the paradox of culture”, its twin tendencies towards stability and variability. In the process, the role of the leader and organizational learning are reassessed in their purported causal interrelation. Develops the notion of culture as cognitive process based on recent research in both cultural anthropology and the new cognitive science.

The purpose of this study is to examine the effect of organizational readiness (OR) dimensions (organizational culture, climate and capability) on three types of innovations (INs) (service, process IN and entering new markets) in telecommunication companies. The study also tests the mediating role of employee engagement (EE) in the causal relationship between OR and IN.

In the theoretical framework, a deep and broad review of the literature was presented to determine the study variables and hypotheses that were tested in the field study. The study sample consisted of 306 respondents distributed to the headquarters of the three companies (Zain, Orange and Umniah) working in the Jordanian telecommunications sector. The number of questionnaires retrieved and valid for analysis was 255 (83%).

Results indicate a positive effect of organizational climate and organizational capacity on process IN and entering new markets. While organizational culture had no significant effect on the three types of IN EE did not have a mediating role in the relationship between OR and IN.

The results of this study are related to the telecommunications sector as a highly competitive service sector and more able to work remotely with regard to customers, so its results cannot be generalized to other sectors such as the industry sector, which has suffered in recent years from the epidemic more than other sectors.

The study of OR as a concept, dimensions and effects provides great experience for leaders and managers facing the challenges of competition and threats posed by the Covid-19 pandemic. This study also helps researchers to study OR in new areas and in relation to other concepts.

The OR covers a wide field that includes the individual, the group and the company. Therefore, readiness includes a social experience that can extend from the company to the community.

The study gains an important value by revealing that organizational culture as a dimension of readiness does not have a significant impact on IN. With the readiness to respond quickly to challenges, culture can be more inclined to the status quo and the prevailing routine than to IN and change.

Recognizes the difficulties of evaluating training and argues that what is required to make it more effective is the adoption of an integrated approach to evaluation and, most significantly, the creation of an appropriate organizational culture, which promotes and recognizes the value of evaluation in general and training evaluation in particular. Discusses reasons for the absence of, or ineffective practice of, evaluation within so many organizations and these are shown to be related to organizational cultures which discourage training evaluation, especially organizational‐level evaluation. Discusses the nature and meaning of organizational culture from a practical point of view before providing advice to those responsible for training about how they can attempt to change an organization′s culture towards one which supports and values the evaluation of training.

This paper seeks to consider the interaction between corporate brands and organisational cultures within less successful UK financial services organisations to provide guidance about better managing corporate brands.

A total of 41 in‐depth interviews were conducted within less successful UK financial services organisations from a grounded theory standpoint.

Given the link between culture and employee behaviour and the criticality of employee behaviour in services brands, organisational culture was perceived by managers and staff as being key to brand success. However, amongst the corporate brands studied, the cultures were not brand‐supportive and a misalignment was noted between culture and brand. The study found that the organisational cultures were confusing and inconsistent, were undergoing a process of change, were focused on quantitative performance targets, were averse to innovation and in one case were unnecessarily “tough”.

The results highlight the need for managers to be attentive to the consistency and congruence between values in the organisational culture and corporate brand, to ensure that cultural change is managed appropriately, to adopt a holistic approach to brand management and to empower employees. A model is posited of the cultural pitfalls to avoid when managing corporate brands.

The value of the paper is that it can help financial services brands achieve their potential by allowing them to manage the interaction between culture and brand so as to optimise brand performance by avoiding the pitfalls encountered within less successful brands.

The purpose of this paper is to clarify the role of organizational culture in governing the dynamics of resistance and facilitation of change by explicating the operational mechanisms underlying the Model of Organizational Change in Cultural Context (OC3 Model).

A conceptual definition of facilitation is introduced that parallels the psychosocial construction of resistance, while departing from traditional views that cast these constructs as polar opposites. Within the context of the OC3 Model, a multifaceted perspective on organizational change is advanced in which facilitation takes place alongside of, rather than in the absence of, resistance.

Two sources of resistance and facilitation are delineated, both stemming from the degree of cultural alignment of the content (strategic initiatives) and process (implementation strategies) elements of strategic change. The dynamic interplay of these independent sources of resistance and facilitation is explored within the context of the OC3 Model where the consequences of cultural alignment or misalignment are considered with respect to change implementation and linked to established theory and empirical evidence. Four interaction effects emerge from this analysis: augmentation, undermining, prevailing and immunity. A visual model illuminating the countervailing effects of facilitation on resistance is provided, along with illustrative examples derived from multiple ethnographic field studies.

Theoretical and practical implications of these interaction effects for advancing scholarship and leading organizational change are explored.

Articulating this theoretical extension of the OC3 Model provides a valuable corrective to extant theories of change that afford equal importance to all culturally embedded sources of resistance and fail to account for the counter balancing effects of facilitation.

The purpose of this paper is to explore the connection between organisational cultures and the employee's resistance to change at five hospital wards in Western Sweden. Staff had experienced extensive change during a research project implementing person‐centred care (PCC) for patients with chronic heart failure.

Surveys were sent out to 170 nurses. The survey included two instruments – the Organisational Values Questionnaire (OVQ) and the Resistance to Change Scale (RTC).

The results indicate that a culture with a dominating focus on social competence decreases “routine seeking behaviour”, i.e. tendencies to uphold stable routines and a reluctance to give up old habits. The results indicate that a culture of flexibility, cohesion and trust negatively covariate with the overall need for a stable and well‐defined framework.

An instrument that pinpoints the conditions of a particular healthcare setting can improve the results of a change project. Managers can use instruments such as the ones used in this study to investigate and plan for change processes.

Earlier studies of organisational culture and its impact on the performance of healthcare organisations have often investigated culture at the highest level of the organisation. In this study, the culture of the production units – i.e. the health workers in different hospital wards – was described. Hospital wards develop their own culture and the cultures of different wards are mirrored in the hospital.