Paper Summary:

This paper examines how the issue of culture management and the perceived links to improved performance through HR practice is complicated by epistemological, definitional and evidential debates, which ensure it will be contested for some time. It demonstrates how it is clear from various case studies that the unique context of each organisation is a key influencing factor for success and how no one approach appears to have authoritative evidence to demonstrate a comprehensive, effective strategy.

From the Paper:

"Academics fundamentally diverge over the concept of culture in terms of epistemological and definition issues. Legge (1994) highlights concerns over the problem of viewing it as something an organisation has (a variable that can be modified), or something an organisation is (a process of enactment), with focus on the early work of Smircich. Essentially, if viewed as a variable, it logically follows that the firm may therefore attempt to adjust culture, according to its objectives, as any other variable or resource. Smircich's concept of enactment highlights that an organisation is "a system of shared cognitions, knowledge and beliefs, or as a system of shared symbols and meanings" (Legge, 1994:407), shaped as something emerging from unwritten or unconscious social interaction."

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