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Viewing report
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Corporate Culture, Self-awareness, and
Organizational Change. Edition No. 1
VDM Publishing House, June 2009, Pages: 136
Two groups of managers in widely different companies
and countries were administered the Human
Synergistics Life Styles Inventory, LSI 1, LSI 2
and Organizational Culture Inventory, OCI (actual),
as part of change intitiatives. A focal group of 106
respondents from 911 participants formed the main
sample, 39 variables were derived. The data were
analysed by Pearson’s Product Moment Correlation,
Principal Components Analysis and Multiple Linear
Regression Analysis using SPSS. Results identified
intriguing relationships among self-awareness,
corporate culture, and consensual change. Specific
measures of self-awareness in contrast to global
measures are predictive of consensual change,
suggesting that this concept does not exist as a
trait. Generalized benefits attributed to self-
awareness are challenged.The research suggests that
person organization fit offers greater potential for
consensual change than does concern with corporate
culture type. Relationships support theoretical
behaviour models; including Self-regulation of
Behavior Theory, Social Cognitive Theory and the
integrative social-psychological model of self-
assessment.
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