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British Airways: culture and structure

preprint
posted on 26.05.2006 by Irena Grugulis, Adrian Wilkinson
Nearly twenty years after the publication of the (in)famous In Search of Excellence, the notion of ‘cultural change’ within organisations continues to excite attention. This continuing attraction is readily understood, since cultural interventions offer practitioners the hope of a universal panacea to organisational ills and academics an explanatory framework that enjoys the virtues of being both partially true and gloriously simple. Such a combination is apparent in the way that many attempts to shape organisational culture are presented to the public: as simple stories with happy endings (see among others, Peters and Waterman, 1982; Peters and Austin, 1985; Deal and Kennedy, 1982; Pfeffer 1994, 1998).

History

School

  • Business and Economics

Department

  • Business

Pages

283972 bytes

Citation

GRUGULIS and WILKINSON, 2001. British Airways: culture and structure. Occasional Paper, 2001:4, Loughborough: Business School, Loughborough University

Publisher

© Loughborough University

Publication date

2001

Notes

THIS PAPER IS CIRCULATED FOR DISCUSSION PURPOSES AND ITS CONTENTS SHOULD BE CONSIDERED PRELIMINARY AND CONFIDENTIAL. NO REFERENCE TO MATERIAL CONTAINED HEREIN MAY BE MADE WITHOUT THE CONSENT OF THE AUTHORS.

ISBN

1859011721

Language

en

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Keyword(s)

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