Effecting change in management culture

Abstract

This article describes the outcome of a series of research-based organization development (OD) interventions used to bring about management culture change within one part of the British Civil Service. • The application of well-grounded and academically rigorous internal research findings to inform and shape the OD interventions designed to impact culture in support of strategic change are discussed. • The results reported lend support to the analysis of the concept of ‘cultural lag’ and its application. • It is argued that the credibility of the internal research base, derived from its academic credentials and the full commitment of a visionary leader, were significant factors in overcoming the restraining forces of ‘cultural lag’ applying at the time. • A case is made for more use within the UK of strategically led research-based approaches to management and organization development. © 1997 John Wiley & Sons, Ltd.