Although the prevalence of studies of cultural change initiatives has encouraged some researchers to suggest that a greater understanding of the enduring nature of organizational culture is important, there is a dearth of illustration of this aspect of the cultural phenomenon in organizations. This paper provides an empirical description of the factors that are associated with the perpetuation of organizational culture, thereby making it resistant to forced change. We achieve this by presenting evidence of an attempt by executives in a top English Premier League football club (organization) to transform the culture of their organization. We elucidate the espoused rationale for change, the approach adopted and the outcomes of the change efforts. Thereafter, we highlight the impact of the strong forces perpetuating the culture of the organization and impeding the planned actions of managers.
|Number of pages||20|
|Journal||British Journal of Management|
|Early online date||8 Nov 2013|
|Publication status||Published - 1 Oct 2014|