Frost, P. J., L. F. Moore, et al., Ed. Eds. (1985). Organizational Culture. Beverly Hills, Sage.

Notes on Various Chapters:

Founders and Their Elusiveness of A Cultural Legacy , Joanne Martin, Sim. B. Sitkin, Michael Boehm

Show that popular conceptions of organizational culture as reflecting founder's personal values is not entirely correct. Everyone in the organization helps create culture, and the organization is described as "being composed of overlapping and nested subcultures, some of which may have conflicting viewpoints".

They did an observation of a Silicon Valley startup firm, and then administered an interveiw questionnaire that asked employees to describe the company's history, and compared it with the founder's interpretation (event history analysis?). Their focus and details were quite different between founder and employees, though they found evidence for and against founder-centered culture paradigm. Many of the founder's values weren't shared by the other employees. Thus there was support for both integration and differentiation.

Untangling Webs, Surfing Waves, and Wildcatting, Linda Krefting and Peter Frost.

'members of an estabilished culture do not for the most part perceive their culture as a social construction; rather, they see it as an objective reality (Berger & Luckman,1966). In this paper they focus on the use of metaphor in organizational change.

On the Feasibility of Cultural Intervention in Organization, Craig Lundberg

He talks about four levels or organizational culture -- artifacts (stories, myths, language), perspectives (rules and norms), values (evaluational basis, goals, ideals, standards, sins, philosophy), and assumptions (tacit beliefs about themselves and others).

He sees change as cutural values - attention - experience - Predicament - surprise, concern, inquiry, discovery, reformulation- etc (in a circle).

Enabling conditions are domain forgiveness (i.e. threat) and organization-domain congruence. Internal permitting conditions are a surplus of change resources, system readiness, some level of intraorganizational dependency, and agent power and leadership.

Pressures pushing for change are atypical performance demands, stakeholder pressures, org. size changes, etc. Then there are triggering events which are large organizational predicaments. These can be environmental calamaties, opportunities, breakthroughs, external or internal revolutions.

After triggering events there is a period of inquiry and visioning, with cultural change strategy and action plans.