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Organizational culture from an internal and external stakeholders’ perspective

A culture change within an organization may be of importance in this turbulent world. An assessment of the current and desired cultural profiles can help estimate as to whether any changes are required. In this study the organizational culture of a housing association was examined from both the staff’s and external stakeholders’ perspectives. How does the current culture compare with the desired culture? Do the external stakeholders perceive the organization’s culture in a similar way? Do the staff’s and external stakeholders’ perceptions coincide with the organization’s intended image? The results demonstrate that the external stakeholders’ perceptions of the organizational culture in this case study are similar to those of the organization’s staff.

How Change Management is influenced by differences in professional discourses.

This article describes the process of organizational change due to technological evolutions, suggesting that community-specific differences in discourse may have a considerable influence on its success. The questions for this study focus on: 1) how do we define a technically oriented employee who has to cope with organizational change? 2) Which factors determine the reaction to organizational change projects in which these technically oriented employees are involved? And 3) what are the consequences of these specific characters of technically oriented employees for implementing change programs in the most effective manner? First, while the present studies on professional communication do not pay any attention to change management, the current models of change management also barely pay attention to (professional) discourse. Second, we examine culture, which can be divided into national culture (NC), organizational culture (OC), and professional culture (PC). In this case study, we focus on the professional cultures of specific (change) managers and technicians and their discourse in the utilities sector. After this, we describe the case study, which exemplifies how change results can be influenced. It seems that in a technical environment, the change process and interventions need to be specific, concrete, and to the point. However, there also seems to be a dilemma between universal (e.g. mechanistic and formal) and contingency (e.g. organic, informal and emergent) approaches to the change process. The results of this study show the need to analyze cultures through discourse and through PC as a way to differentiate discourse between technical and non-technical employees. We suggest further research on three aspects that interfere and influence the change effort: context, discourse, and professional cultures of (change) managers and technicians.

Honours culture

Service engineers in change: count your words

This doctoral thesis describes three case studies of service engineers participating in organizational change, interacting with managers and consultants. The study investigates the role of differences in professional discourse and culture when these three professional groups interact in organizational change, and how this affects the change result. We bring together two scientific fields, first change management and second, linguistics. The intersection represents the overlapping field of professional discourse and culture. The research design was an explorative multiple case study using qualitative linguistic analyses. The study found that successful organizational change is the result of interaction between professional culture, the organizational culture and the organization/change context. The differences between the professional cultures and discourses can hamper the change process. The practical contribution of this study might be the increased awareness among professionals about their own professional, and often implicit, assumptions. Managers, consultants and service engineers have to be aware of the group dynamics and the specific role of their own typical professional discourse and culture in a change project setting.

Culture of the selfie

Culture of the Selfie is an in-depth art-historical overview of self-portraiture, using a set of theories from visual studies, narratology, media studies, psychotherapy, and political principles. Collecting information from various fields, juxtaposing them on the historical time-line of artworks, the book focuses on space in self-portraits, shared between the person self-portraying and the viewer. What is the missing information of the transparent relationship to the self and what kind of world appears behind each selfie? As the ‘world behind one’s back’ is gradually taking larger place in the visual field, the book dwells on a capacity of selfies to master reality, the inter-mediate way and, in a measure, oneself.

Impact of experienced professionalism on professional culture in probation

The level of work engagement is an important aspect of organizational culture. In this empirical study the relation between engagement and experienced professionalism of probation officers is investigated. Starting from ideal-typical theories on professionalism, a psychometric instrument for measuring experienced professionalism was developed and administered to a sample of Dutch probation officers. Two reliable scales could be constructed that account for 64% of the variance in work engagement. Of these, professional ethos (humanistic values) is the most important predictor of work engagement in probation. Professional facilitation (support from the surroundings), however, also contributes to engagement.