A Framework for Linking Culture and Improvement Initiatives in Organizations

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Abstract
We present a synthesis of the general dimensions of organizational culture used most commonly in extant research and outline how these general dimensions correspond to the specific values and beliefs underlying total quality management (TQM) practice (a comprehensive change initiative). We argue that the relationship between culture and implementation of new behaviors and practices has not been adequately explored because of the lack of a comprehensive framework for defining and measuring organizational cultures. Our framework presents a necessary step in moving toward culture as a useful explanatory concept in organizational research.