{"id":{"repo_id":"sheffield-hallam","oai_identifier":"oai:shura.shu.ac.uk:19499"},"canonical_url":"https://search.dev.ndltd.org/etd/sheffield-hallam/oai:shura.shu.ac.uk:19499","repository":{"repo_id":"sheffield-hallam","name":"Sheffield Hallam University","base_url":"https://shura.shu.ac.uk/cgi/oai2"},"display":{"title":"The role of the individual in organisational cultures : A Gravesian integrated approach.","abstract":"Purpose - The research aims to investigate the role individuals play in organisational cultures, specifically the role played by hidden, espoused and perceived values, beliefs and assumptions.Design/methodology/approach - This research uses self-reporting questionnaires based on the psychological work of the late Professor Clare W Graves to reveal the hidden culture and preference for change within the individual. Graves' work is extended by applying his concepts to the espoused and the perceived individual's view of culture. This approach produces a gap model for use in action research case studies to effect change in a water company's supply chain.Findings - The findings suggested that this approach produced change in the water company. Professor Clare W Graves' work, when used as a heuristic, revealed the hidden building blocks of organisational culture to support individual and organisational development.Research limitations/implications - The framework is generalised as a philosophy for use in businesses and organisations. However, the interpretations of the results and the influence of the researcher are limitations. Graves' ideas become a classifying template for units of culture leading to a meta-theory integrating the ideas of memetics and heuristics.Practical implications - The use of self-reporting questionnaires relies on the honesty of those participating. Interpretation relies on the experience and knowledge of the researcher.Originality/value - This research shows that revealing 'hidden' Gravesian culture influences the way people interact and respond to an organisation's culture. This view of culture from within the individual has added another way of assisting change by suggesting the origin of values, beliefs and assumptions.","abstract_html":"Purpose - The research aims to investigate the role individuals play in organisational cultures, specifically the role played by hidden, espoused and perceived values, beliefs and assumptions.Design/methodology/approach - This research uses self-reporting questionnaires based on the psychological work of the late Professor Clare W Graves to reveal the hidden culture and preference for change within the individual. Graves' work is extended by applying his concepts to the espoused and the perceived individual's view of culture. This approach produces a gap model for use in action research case studies to effect change in a water company's supply chain.Findings - The findings suggested that this approach produced change in the water company. Professor Clare W Graves' work, when used as a heuristic, revealed the hidden building blocks of organisational culture to support individual and organisational development.Research limitations/implications - The framework is generalised as a philosophy for use in businesses and organisations. However, the interpretations of the results and the influence of the researcher are limitations. Graves' ideas become a classifying template for units of culture leading to a meta-theory integrating the ideas of memetics and heuristics.Practical implications - The use of self-reporting questionnaires relies on the honesty of those participating. Interpretation relies on the experience and knowledge of the researcher.Originality/value - This research shows that revealing 'hidden' Gravesian culture influences the way people interact and respond to an organisation's culture. This view of culture from within the individual has added another way of assisting change by suggesting the origin of values, beliefs and assumptions.","abstract_has_math":false,"creators":["Cook, John Edward."],"institution":"Sheffield Hallam University (United Kingdom).","degree_name":"phd","degree_level":"doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Clark, Murray","Darwin, John"],"committee_chairs":[],"committee_members":[],"year":2008,"date_issued":"2008","date_published":"2008","updated_at":"2026-07-24T06:31:18Z","subjects":[],"languages":["en"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Clark, Murray","Darwin, John"]},{"key":"dc:creator","label":"Author","values":["Cook, John Edward."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2008"]},{"key":"dc:date.issued","label":"Date","values":["2008"]},{"key":"dc:publisher.commercial","label":"Dc Publisher Commercial","values":["Sheffield Hallam University,"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Department Not Provided."]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["Sheffield Hallam University (United Kingdom)."]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://shura.shu.ac.uk/19499/"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["doctoral"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["phd"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://shura.shu.ac.uk/19499/1/10694380.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Purpose - The research aims to investigate the role individuals play in organisational cultures, specifically the role played by hidden, espoused and perceived values, beliefs and assumptions.Design/methodology/approach - This research uses self-reporting questionnaires based on the psychological work of the late Professor Clare W Graves to reveal the hidden culture and preference for change within the individual. Graves' work is extended by applying his concepts to the espoused and the perceived individual's view of culture. This approach produces a gap model for use in action research case studies to effect change in a water company's supply chain.Findings - The findings suggested that this approach produced change in the water company. Professor Clare W Graves' work, when used as a heuristic, revealed the hidden building blocks of organisational culture to support individual and organisational development.Research limitations/implications - The framework is generalised as a philosophy for use in businesses and organisations. However, the interpretations of the results and the influence of the researcher are limitations. Graves' ideas become a classifying template for units of culture leading to a meta-theory integrating the ideas of memetics and heuristics.Practical implications - The use of self-reporting questionnaires relies on the honesty of those participating. Interpretation relies on the experience and knowledge of the researcher.Originality/value - This research shows that revealing 'hidden' Gravesian culture influences the way people interact and respond to an organisation's culture. This view of culture from within the individual has added another way of assisting change by suggesting the origin of values, beliefs and assumptions."]},{"key":"dc:format","label":"Dc Format","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["The role of the individual in organisational cultures : A Gravesian integrated approach."]}]}],"canonical_facts":{"dc:contributor.advisor":["Clark, Murray","Darwin, John"],"dc:creator":["Cook, John Edward."],"dc:date":["2008"],"dc:date.issued":["2008"],"dc:description.abstract":["Purpose - The research aims to investigate the role individuals play in organisational cultures, specifically the role played by hidden, espoused and perceived values, beliefs and assumptions.Design/methodology/approach - This research uses self-reporting questionnaires based on the psychological work of the late Professor Clare W Graves to reveal the hidden culture and preference for change within the individual. Graves' work is extended by applying his concepts to the espoused and the perceived individual's view of culture. This approach produces a gap model for use in action research case studies to effect change in a water company's supply chain.Findings - The findings suggested that this approach produced change in the water company. Professor Clare W Graves' work, when used as a heuristic, revealed the hidden building blocks of organisational culture to support individual and organisational development.Research limitations/implications - The framework is generalised as a philosophy for use in businesses and organisations. However, the interpretations of the results and the influence of the researcher are limitations. Graves' ideas become a classifying template for units of culture leading to a meta-theory integrating the ideas of memetics and heuristics.Practical implications - The use of self-reporting questionnaires relies on the honesty of those participating. Interpretation relies on the experience and knowledge of the researcher.Originality/value - This research shows that revealing 'hidden' Gravesian culture influences the way people interact and respond to an organisation's culture. 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