STRATEGIC COMPETITIVE EFFECTIVENESS THROUGH FAST-ACTING ORGANIZATION CULTURE CHANGE: A QUANTITATIVE FIELD EXPERIMENT IN A TECHNOLOGY ENVIRONMENT

摘要

A quantitative analysis of a field experiment in the engineering division of a U. S. energy utility to test the efficacy of a "fast-acting" organization development intervention in generating "expedited" organization culture development following an intentionally violent transformational change. A one-group repeated-measures instrumented survey compared twelve organization culture norms, before and four months into the intervention. Comparison to an ideal culture profile provides valence of change detected. Although changes were not statistically significant, executives, scholars and practitioners pursuing strategic competitive effectiveness will be interested in the challenge to prevailing theory and design of both the intervention and the measurement strategy described.