LILA ~ Learning Innovations Laboratory at the Harvard Graduate School of Education

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January 19, 2017 Member Call

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Documents

Title File Name Caption Date
carlsberg-2-hatch-schultz-skov-amd-20152 Carlsberg-2-Hatch-Schultz-Skov-AMD-20152.pdf This article presents top and middle managers’ experiences and understandings of how organizational identity and culture were entangled with transformational change as it unfolded over a 5-year period in Carlsberg Group. Combining ethnography and grounded theory methods with engaged scholarship, our work sits between research and practice, speaking directly to the experience of managers at the same time that it researches both the content and processes of organizational identity and culture. The study shows that engaging in processes of reflecting, questioning, and debating about their organization’s identity led middle managers and employees both to support and resist new organizational identity claims made by top management. January 5, 2017 10:10 am
How To Kill Your Culture by Mary Jo Hatch Revised-Harvard-LILA-webinar-slides-MJ-Hatch2.pdf January 19, 2017 8:30 pm
January 2017 Member Call: Mary Jo Hatch – How to kill your culture 2017_0120-LILA-chair-call-Hatch.pdf “Would you like to kill your culture?” asks LILA chair call speaker Mary Jo Hatch. She notes that organizational change requires cultural support and adaptation, but the need for change makes cultural resistance more obvious than its support. Tension or open conflict can trigger actions that intentionally or unintentionally destroy the spirit that keeps culture healthy. January 30, 2017 6:33 pm

Blog Posts

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  1. Marga Biller

    How To Kill Your Culture with Mary Jo Hatch

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    Mary Joe Hatch will share the research she conducted about "the top and middle managers’ experiences and understandings of how organizational identity and culture were entangled with transformational change as it unfolded over a 5-year period in Carlsberg Group. Combining ethnography and grounded theory methods with engaged scholarship, our work sits between research and practice, speaking directly to the experience of managers at the same time that it researches both the content and processes of organizational identity and culture. The study shows that engaging in processes of reflecting, questioning, and debating about their organization’s identity led middle managers and employees both to support and resist new organizational identity claims made by top management. Within these identity activation processes we found frequent references relating new identity claims to organizational culture.
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Harvard Graduate School of Education