Institutional members access full text with Ovid®

Organizational Culture and Work Redesign: Experiences in Three Organizations

Jones, Katherine R. PhD, RN, FAAN; Redman, Richard W. PhD, RN

Journal of Nursing Administration: December 2000 - Volume 30 - Issue 12 - pp 604-610
Articles

Lack of attention to the organization's culture can mean failure for its strategic initiatives. The authors present the results of three case studies of work redesign initiatives in which organizational culture, as measured by the Competing Values Framework, was assessed before and after project implementation. The organization with a balanced culture at baseline and higher "adhocracy" (developmental) values after implementation was more successful than the two organizations with dominant baseline market and hierarchy cultures. Recommendations for increasing desired values and decreasing undesired ones are provided.

Katherine R. Jones, PhD, RN, FAAN, Professor, Katherine.jones@uchsc.edu,

Richard W. Redman, PhD, RN, Associate Dean for Academic Affairs and Professor, School of Nursing, University of Colorado Health Sciences Center, Denver, Richard.redman@uchsc.edu.

© 2000 Lippincott Williams & Wilkins, Inc.