The role of the individual in organisational cultures : A Gravesian integrated approach.
type: CreativeWork
description: 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: 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.
author: Cook, John Edward.
language: en
date published: 2008
date modified: 2026-07-24T06:31:18Z
provider: Sheffield Hallam University
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Sheffield Hallam University (United Kingdom).