Considerable research into the strength of organisational culture and the links with
performance has been undertaken in recent decades. Acceptance of widely
shared or strong cultures outperforming narrowly shared or weak cultures is
limited. The demarcation point between strong and weak cultures is not clearly
This thesis presents research that investigates the organisational cultures,
continuous improvement capability and the continuous improvement performance
of 10 work groups within three manufacturing companies in the South of England.
The quantitative methods employ the Broadfoot and Ashkanasy (1993)
organisational profile, the CIRCA CI (1997) self assessment tool and a Continuous
Improvement performance assessment tool which was informed by the work of
Borg et al. (2006). Semi-structured interviews were also conducted in this
longitudinal study. A co-production of knowledge stage following the field study
provides additional findings.
|Date of Award||Dec 2010|