Organization-Wide Culture Change in a Large Healthcare Organization: A Case History

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Author(s): Louis Neumann Quast (University of Minnesota, USA)and Jane M. Kuhn (University of Minnesota, USA)
Copyright: 2019
Pages: 15
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA)and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch035

Keywords: Business & Management / Business and Organizational Research / Business Science Reference / Human Resources Development

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Abstract

This reflective case history explores a large-scale organizational culture change in a private, global organization based in the United States. The organizational culture concept first emerged in the 1970s and is an influential and controversial concept in research and practice. The success rate of change initiatives is only about 30%, while success for culture-change drops to 10%. Because culture change is not easy, this case history highlights evidence-based practices, supportive factors, barriers, and recommendations for culture change.

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Organization-Wide Culture Change in a Large Healthcare Organization: A Case History

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