Organizational Change in International Business Organizational Change in International Business Seminar 15 Bus 476 – Intercultural Management Wendy R.

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Presentation transcript:

Organizational Change in International Business Organizational Change in International Business Seminar 15 Bus 476 – Intercultural Management Wendy R. Carroll, PhD.

Outline Understanding organizational culture What is organizational change? Organizational change concepts and theories Implications for international business and intercultural management

Understanding organizational culture

Clan (internal and organic) Hierarchy (internal and control) Market (external and control) Adhocracy (external and organic) External Focus and Differentiation Internal Focus and Integration ClanAdhocracy HierarchyMarket Flexibility and Discretion Stability and Control ClanAdhocracy HierarchyMarket ClanAdhocracy HierarchyMarket Competing Values Framework of Culture

StrengtheningOrganizationalCulture Founders and leaders Culturallyconsistentrewards Stableworkforce Selectionandsocialization Managing the culturalnetwork Strategies to Strengthen Organizational Culture

Organizational Change Concepts & Theories

Assimilation Deculturation Acquired company embraces acquiring firm’s cultural values Acquiring firm imposes its culture on unwilling acquired firm Integration Cultures combined into a new composite culture Separation Merging companies remain separate with their own culture Strategies for Merging Cultures

Forces for Change Direct Costs Saving Face Fear of the Unknown Breaking Routines Incongruent Systems Incongruent Team Dynamics Resistance to Change

Implications for Intercultural Management

International Management & Organizational Change Less research in this area. Two approaches most often looked at: U.S. – Appreciative Inquiry (AI)  Values and culture centric  4 stages (discovery, dream, design, and destiny) French – Socio-economic approach to Management (SEAM)  Problem centric  Systematic in approach  Similar to Lewin – seeks intervention

Seminar 14 Article #1: Key Concepts xxx Limitations xxx Contributions xxx

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