The Research On Corporate Culture Change Model Based On Culture Chain

Currently, all the companies are facing an operational environment in which competition is fierce and operational surrounding is changeable and unpredictable. In such situation, only by running coporate change according to the changing external environment and changing operational strategy, can a business be more flexible and obtain sustainable competition edge and keep growing in the market. Therefore, organizational change has already become an important part of management change. While in all the sections of change, culture change is unquestionably the core but the most difficult one, because it is a change in mind, involving changes in the way employees think. Culture change is the basic guarantee of a successful business change, the failure of which will certainly lead to unmet change objectives. Therefore, how to establish a scientific coporate culture change model becomes a hot topic theoretically and practically, which leads to the birtyh of many theories about culture.This dissertation, combining normative research with empirical research, incorporating theory and practice, uses acdamic methods of literature study, case analysis and interdisciplinary systematic research. By using fundamental research, structuring theoretical model and adopting empirical research method, this dissertation undertakes a study on coporate culture change based on culture chain. When studying coporate culture change, the dissertation focuses on the concept of culture chain and, based on which, derives relevant theoretical concepts. Noticing the synergy between culture change and coporate change, the dissertation structures a Culture-Chain-Based Culture Change model and illustrates the operational means of culture change and the underlying driving force.This dissertation firstly begins with literatures on culture chain and coporate culture change and makes a literature review, reviewing those researches on culture chain in existed documents. On research of business culture change, the author sorts the data from the perspectives of relationship between coporate culture change and business performance, the direction, model and steps of culture change, the relationship between culture change and coporate change, clarifying the classic theoretical models and their evolution steps. On this basis, the author analyses the hypothesis and the routing of coporate culture change, discusses the internal and external environmental factors that constrain culture change, and represents the routing dependent feature of coporate culture and the consequent resistance force thereby. The core of this dissertation lies in that, on the basis of learning organization theory and organizational learning theory, it establishes the model of Culture-Chain-Based Culture Change model (CCBCC model). It focuses on the background and connotation of culture chain, discusses the structure, composition and theoretical value of the model. This model, using the instrument of culture chain, a key of culture change, defining leadership and management capability as two important transformation capability variables, discusses the connotations of four subsystems, namely feedback, reflection, action and internalization, and explains the their logic interrelationship and cycle feature. Meanwhile, this dissertation clarifies the relationship between learning organization, organizational learning and corporate culture change:establishing a learning organization is the key to corporate culture change; organizational change and culture change are both achieved through oraganizational learning. Integrating previous theories on culture change and having strong practical and interpretational power, CCBCC model has a strong referential significance to those corporations conducting culture change.Secondly, on the basis of this model, this dissertation brings forth the operational procedure and specific measures to implement CCBCC model. Then, the dissertation conducts deep analysis on leadership alliance, which is the activator influencing the implementation of the model, discusses the flywheel effect of leadership alliance, which, considered by the author, is a driving force in the model. The author points out the catalytic, activating and accelerating role played by leadership alliance and approaches to strengthen the alliance.Finally, in the part of empirical research, the dissertation uses three cases, the safety culture change implemented by Qilu Petrochemical Company Storage Plant, the quality culture change taken by Qilu Petrochemical construction Ltd. and the learning culture creation practice taken by Qilu Logistics, as case study, which were dominated by the author himself, analyses the culture change routing and means taken by the three corporations, discusses the action mechanism of culture chain, a main instrument in change, in the process of culture change. The author uses the case study to try to testify the theoretical concept and practical value of the model of CCBCC.