Cultural Synergy and Organizational Change: From Crisis to Innovation

Research output: Contribution to journal › Journal article › Research › peer-review

Standard

Cultural Synergy and Organizational Change : From Crisis to Innovation. / Strøbæk, Pernille Solveig; Vogt, Joachim.

In: Journal of Business and Media Psychology, Vol. 4, No. 1, 2013, p. 25-34.

Research output: Contribution to journal › Journal article › Research › peer-review

Harvard

Strøbæk, PS & Vogt, J 2013, 'Cultural Synergy and Organizational Change: From Crisis to Innovation', Journal of Business and Media Psychology, vol. 4, no. 1, pp. 25-34. <http://journal-bmp.de/2013/06/english-cultural-synergy-and-organizational-change-from-crisis-to-innovation/?lang=en>

APA

Strøbæk, P. S., & Vogt, J. (2013). Cultural Synergy and Organizational Change: From Crisis to Innovation. Journal of Business and Media Psychology, 4(1), 25-34. http://journal-bmp.de/2013/06/english-cultural-synergy-and-organizational-change-from-crisis-to-innovation/?lang=en

Vancouver

Strøbæk PS, Vogt J. Cultural Synergy and Organizational Change: From Crisis to Innovation. Journal of Business and Media Psychology. 2013;4(1):25-34.

Author

Strøbæk, Pernille Solveig ; Vogt, Joachim. / Cultural Synergy and Organizational Change : From Crisis to Innovation. In: Journal of Business and Media Psychology. 2013 ; Vol. 4, No. 1. pp. 25-34.

Bibtex

@article{e4493a8fc78e4c81b7d18220ffc0c5b5,
title = "Cultural Synergy and Organizational Change: From Crisis to Innovation",
abstract = "This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After amerger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a divisionoffice (N = 21). Word counts of {\textquoteleft}I{\textquoteright} and {\textquoteleft}we{\textquoteright} revealed that people sharing pre-merger organizational background (homogeneous groups)used {\textquoteleft}we{\textquoteright} more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division officeemployees mainly discussed meetings, commitment, and office space. Organizational background rather than office cultures guided thesedifferences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees areoffered. Thus, interesting new ways to transform problems and frustrations into solutions and innovations were revealed and deserve furtherresearch.",
keywords = "Faculty of Social Sciences, corporate culture, occupational health, organizational restructuring, social rhythms",
author = "Str{\o}b{\ae}k, {Pernille Solveig} and Joachim Vogt",
year = "2013",
language = "English",
volume = "4",
pages = "25--34",
journal = "Journal of Business and Media Psychology",
issn = "2191-5814",
publisher = "Hochschule Fresenius",
number = "1",

}

RIS

TY - JOUR

T1 - Cultural Synergy and Organizational Change

T2 - From Crisis to Innovation

AU - Strøbæk, Pernille Solveig

AU - Vogt, Joachim

PY - 2013

Y1 - 2013

N2 - This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After amerger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a divisionoffice (N = 21). Word counts of ‘I’ and ‘we’ revealed that people sharing pre-merger organizational background (homogeneous groups)used ‘we’ more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division officeemployees mainly discussed meetings, commitment, and office space. Organizational background rather than office cultures guided thesedifferences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees areoffered. Thus, interesting new ways to transform problems and frustrations into solutions and innovations were revealed and deserve furtherresearch.

AB - This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After amerger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a divisionoffice (N = 21). Word counts of ‘I’ and ‘we’ revealed that people sharing pre-merger organizational background (homogeneous groups)used ‘we’ more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division officeemployees mainly discussed meetings, commitment, and office space. Organizational background rather than office cultures guided thesedifferences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees areoffered. Thus, interesting new ways to transform problems and frustrations into solutions and innovations were revealed and deserve furtherresearch.

KW - Faculty of Social Sciences

KW - corporate culture

KW - occupational health

KW - organizational restructuring

KW - social rhythms

M3 - Journal article

VL - 4

SP - 25

EP - 34

JO - Journal of Business and Media Psychology

JF - Journal of Business and Media Psychology

SN - 2191-5814

IS - 1

ER -

ID: 44269402