COERCED PRACTICE IMPLEMENTATION IN CASES OF LOW CULTURAL FIT: CULTURAL CHANGE AND PRACTICE ADAPTATION DURING THE IMPLEMENTATION OF SIX SIGMA AT 3M

In this article, we present the findings of a longitudinal study of coerced implementation of a practice in the face of a low degree of fit between the practice and an organization's culture. Contrary to current predictions stating that a lack of cultural fit will eventually be resolved through...

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Bibliographic Details
Published in:Academy of Management journal 2013-12, Vol.56 (6), p.1724-1753
Main Authors: CANATO, ANNA, RAVASI, DAVIDE, PHILLIPS, NELSON
Format: Article
Language:English
Subjects:
Conglomerates
Corporate culture
Cultural change
Culture
Management
Multinational corporations
Organizational behaviour
Organizational culture
Organizational structure
Quality control
Six Sigma
Studies
U.S.A
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Summary:In this article, we present the findings of a longitudinal study of coerced implementation of a practice in the face of a low degree of fit between the practice and an organization's culture. Contrary to current predictions stating that a lack of cultural fit will eventually be resolved through adaptation of new practices, our findings portray the implementation of culturally dissonant practices as an ongoing process involving the mutual adaptation of organizational practices and culture. Our emerging model describes the cultural changes induced by the coercive implementation of new practices as involving a partial change in shared beliefs and behavioral patterns and a more general enrichment of the cultural repertoire of organization members.
ISSN:0001-4273
1948-0989
DOI:10.5465/amj.2011.0093