Jump to ContentJump to Main Navigation
Strategic Human Resource ManagementCorporate Rhetoric and Human Reality$
Users without a subscription are not able to see the full content.

Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss

Print publication date: 1999

Print ISBN-13: 9780198782049

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198782049.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see www.oxfordscholarship.com/page/privacy-policy).date: 20 April 2019

Managing Culture

Managing Culture

Chapter:
(p.101) 5 Managing Culture
Source:
Strategic Human Resource Management
Author(s):

Veronica Hope Hailey

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782049.003.0005

This chapter describes the different approaches taken by two companies (Glaxo Pharmaceuticals UK and Hewlett Packard) to managing culture. Despite the difference in approach, both organizations manage culture relatively successfully in terms of the individual contexts in which the approaches are applied and the specific outcomes that each company wants to achieve. The chapter focuses on three main themes: (i) a comparative analysis of values or behaviours as a starting point for instituting cultural change; (ii) a comparative analysis of top-down or imposed cultural change and incremental and emergent cultural change; and (iii) a consideration of cultural management as a form of labour control. The chapter begins by reviewing the current debates under these three headings. Two case studies are then presented, and the chapter concludes with a discussion of the comparisons to be made and the general lessons learnt from the analysis. In particular it draws out the contextual features that are pertinent if companies choose to manage culture and the different outcomes which that management intervention may seek to achieve.

Keywords:   human resource management, organizational culture, corporate culture, cultural change, labour control, Glaxo Pharmaceuticals UK, Hewlett Packard

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .