Creation of new corporate culture and development of the organization

Abstract

A study was conducted for the purpose of constructing a theoretical model todescribe the process of corporate culture (CC) development based on the 4 cases, in which dyanmic processes of generating CC were observed through interviewand questionnaire survey methods. Two cases were derived from studies inJapan and the other two were from China. Analyses on these cases suggestedthat regardless of national differences, the following 5 stages were in operationfor generating new CC in the business organization.At Stage 1, top management group perceived critical changes in the environmentand recognized something must be done to meet these challenges. TheSecond Stage emerged when a top group in the organization could create newvalues that would designate the new direction for the CC change. At the ThirdStage, new values were transformed into symbols, designs and various visualidentity (VI) items for the purpose of communication through the corporateidentity (CI) method and training-educational programs. Then, attempts tochange the critical part of organizational structure were undertaken for theFourth Stage for the purpose of accomodating contents of new values andsymbols. The Fifth Stage involved changes in peoples' attitudes and behaviors byreflecting the renewed value system and structure of the organization. Out offour cases, two organizations completed all five stages and achieved successfulchanges in CC, while the other two did not, due to missing of either one of the sestages.