The call for a change of culture is common in organizations. What this means and how to approach it have proved to be elusive challenges for leadership studies. Building on the metaphor of cultures as 'webs', McLean considers how cultural webs form and change, and shows how to reveal the unique...

Personnel specialists often bear the brunt of organisational change. Whether through the painful experiences of managing a redundancy, or as company representatives negotiating the introduction of new technology with trade unions, the shock waves of organisational change permeate most aspects of...

Purpose – The purpose of this paper is to describe an intervention aimed at supporting the formation of a distinctive new culture in a post‐merger context. The work is informed by social constructionist thinking, complexity theory and draws on a semiotic approach to the understanding of...

Changing organizations is not an easy business. At least, changing them in a way which is both intended and which entails a minimum of unnecessary conflict, disruption and general trauma has proved to be especially difficult. Attempts to understand the reasons for these difficulties and to...