Case Study Experiment: A Toolkit to Drive Cultural Change

Authors

DOI:

https://doi.org/10.3991/ijac.v12i1.9471

Keywords:

Employee engagement, empowerment, culture, people centered cultures, organizational design, organizational behavior, employee morale.

Abstract


Abstract

 

Both private and public sectors are ready for a new management model that engages the workforce.  Necessitated by the baby boomer retirements rates, lower unemployment, an increased demand for skilled and unskilled labor, and the newest generation in the employment pool, companies have a need to create cultures that attract and retain talent like never before.  As a result, a variety of new books, articles, and theories have been introduced to the body of knowledge, including concepts to attempt to change the organizational culture.  This case study demonstrates an experiment conducted in a Fortune 500 company, integrating theories and practices from a variety of domains to improve the team culture and ultimately business performance.  The tools and techniques are offered for replication.

Author Biography

Lorinda Faye Lewis, Charter Oak State College

Dr. Lewis is a scholar-practitioner, established in a wide variety of disciplines and areas of business. She has a passion for leading and developing others. She has accumulated her perspective through an unusual career trajectory that includes her experiences as a retired Air Force logistician, a continuous improvement and P&L executive of a Fortune 500 company, an adjunct professor at universities, and as a pro bono continuous improvement coach for Collective Impact Initiatives with not-for-profit agencies. She is a prominent public speaker and published academician who can translate complex ideas into relatable stories to inspire audiences of all levels. As a public speaker, she is in high demand at national and international academic and industry conferences as well as corporate leadership events. As a professional coach, she facilitates mentor circles, coaching teams through leadership topics and offers one-on-one professional development mentoring and is certificated to administer the Kirton Adaption-Innovation Inventory. As an adjunct faculty member at two universities, she teaches courses on lean, change management, coaching and mentoring for business, marketing, and global business strategy.

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Published

2019-04-17

How to Cite

Lewis, L. F. (2019). Case Study Experiment: A Toolkit to Drive Cultural Change. International Journal of Advanced Corporate Learning (iJAC), 12(1), pp. 4–16. https://doi.org/10.3991/ijac.v12i1.9471

Issue

Vol. 12 No. 1 (2019)

Section

Case Studies