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- W2482661286 abstract "A central assumption of this study is that culture matters and that the interaction between the existing culture and efforts to change that culture is circular. On the one hand, both changes in the formal systems and the arrival of new staff members can change the culture. On the other hand, cultures tend to be stable and self-protecting, and so they are likely to shape the way the organization reacts to pressures for change. One study of the previous attempt at administrative reform, led by Jacques Santer, concludes that its failure “stem[med] from the inability of the President and his team to change the organizational culture of the Commission” because of “internal resistance to change” (Cini, 2002: 1). The Kinnock reforms, which built upon Santer’s efforts, were explicitly designed to change the management culture of the Commission through reshaping the “systems and structures of work, functional relations, and management” (Kinnock, 2004: 8)." @default.
- W2482661286 created "2016-08-23" @default.
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- W2482661286 date "2013-01-01" @default.
- W2482661286 modified "2023-09-28" @default.
- W2482661286 title "The Forces Shaping Organizational Culture: The Status Quo Ante" @default.
- W2482661286 doi "https://doi.org/10.1057/9781137316462_2" @default.
- W2482661286 hasPublicationYear "2013" @default.
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