Subcultural dynamics in transformation: A multi-perspective study of healthcare professionals

In: Human relations: towards the integration of the social sciences, Band 61, Heft 1, S. 39-65

Abstract

The extensive criticism of the integrative `shared values' view of culture has prompted many researchers to argue that one way of advancing culture research is by examining the ways different subcultures interact in organizational settings. However, existing studies in this area generally explore the nature of subcultures and the differences between them. The findings from a study of two large healthcare organizations suggest that greater insights can be generated into organizational subcultures by studying doctors, nurses and non-clinical managers through multiple analytical lenses. Such analyses help to uncover the wide variation in subcultural values, norms and assumptions, revealing those that are shared, those that differ and those that are characterized by ambiguity both within and across subcultures. It is argued that this approach reveals interesting insights into the dynamics of subcultures and the ways in which different subcultures interpret and respond to management initiated changes designed to transform organizational practices .