Cultural change and perpetuation in organisations: Evidence from an English Emergency Ambulance Service

Paresh Wankhade, Geoffrey Heath, James Radcliffe

Research output: Contribution to journalArticle

3 Citations (Scopus)
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Abstract

Transforming cultures rather than changing structures is a favourite prescription for reforming health care organisations. We explore the relationship between cultures, performance measures and organisational change by analysing the cultural characteristics of an English ambulance trust to understand how organisational culture is perpetuated. Internal and external factors that impact on culture change programmes, such as historical legacy and sub-cultural dynamics, are identified. The role and identity of ambulance personnel, the conflict between professional culture and managerial objectives and the role of performance measurement were found to be significant issues which promoted resistance to enforced change and impeded planned management action.
Original languageEnglish
Pages (from-to)923-948
Number of pages26
JournalPublic Management Review
Volume20
Issue number6
Early online date2 Oct 2017
DOIs
Publication statusPublished - 3 Jun 2018

Keywords

  • Ambulance services
  • performance
  • culture
  • perpetuation
  • change.
  • organisational culture
  • change
  • cultural perpetuation
  • performance measurement

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