Conclusions
The purpose of this article was to demonstrate empirically the links between the process of culture change and managerial career systems. Results show that environmental changes require modification in top management values to make culture change successful. Managers with different business values are likely to be recruited and promoted in order to facilitate the changing process.
The research demonstrated that the content of culture change varies between the four firms as a consequence of their diverse history. Nevertheless, the similarities among these companies lie in their process of change: all four companies have utilized the following management tools to change/hasten the process of culture change: organizational self-analysis (including history); new mission (vision of the future); new HR practices and new organizational structure. The results regarding how much change was achieved by each company are, of course, related to the way different firms dealt with the above managerial tools.
Studies on culture change tend to be focused on the contents of change. The main theoretical contribution of this article is to offer empirical evidence on the process of culture change within organizations.
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