Corporate culture and its impact on strategic change in banking

The inability of bank management to understand and orchestrate the cultural infrastructure to support change has caused major problems in many banks. Aligning corporate culture with new strategic decisions is a complex problem that requires an understanding of 4 important aspects of corporate cultur...

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Bibliographic Details
Published in:Journal of retail banking services : JRBS 1987-07, Vol.9 (2), p.16
Main Authors: Conner, Daryl R, Fiman, Byron G, Clements, Ernest E
Format: Article
Language:English
Subjects:
Banks
Corporate culture
Employee relations programs
Employees
Executives
Human resource management
Management
Managers
Operations
Organizational behavior
Organizational structure
Strategic planning
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Summary:The inability of bank management to understand and orchestrate the cultural infrastructure to support change has caused major problems in many banks. Aligning corporate culture with new strategic decisions is a complex problem that requires an understanding of 4 important aspects of corporate culture: 1. that corporate culture is the basic pattern of shared beliefs, behaviors, and assumptions acquired over time by the members of an organization, 2. that the bank's cultural development may result from its day-to-day operations i.e., evolutionary development, or proactively i.e., architectural development, 3. that cultural change confronts an organization when a strategic decision requires a major shift in the way that management and/or employees operate, and 4. that managing culture is a complex and expensive process that must be initiated from the top as a high priority project and that it is measurable, with meaningful, tangible objectives.
ISSN:0195-2064