The false promise of organizational culture change: A case study of middle managers in grocery retailing

摘要

The aim of the study was to assess as to whether managers were more likely to respond positively than their subordinates to an organizational culture change (OCC) program. The empirical data for the study was gathered from a leading grocery retail chain in Britain called STAR (a pseudonym). Significant details of STAR are as follows: 1. STAR employs over 100,000 people, of which just over a third are full time employees. 2. At the beginning of 1996, STAR had around 160 stores, of which most had around 30,000 square feet of trading space. 3. STAR had 12 model stores, with around 100,000 square feet of trading space. 4. The bulk of the empirical data of the study was generated from six of these flagship stores.