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Cultural change and perpetuation in organisations: evidence from an English emergency ambulance service

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  • Paresh Wankhade
  • Geoffrey Heath
  • James Radcliffe

Abstract

Transforming cultures rather than changing structures is a favourite prescription for reforming health care organisations. We explore the relationship between cultures, performance measures, and organisational change by analysing the cultural characteristics of an English ambulance trust to understand how organisational culture is perpetuated. Internal and external factors that impact on culture change programmes, such as historical legacy and sub-cultural dynamics, are identified. The role and identity of ambulance personnel, the conflict between professional culture and managerial objectives, and the role of performance measurement were found to be significant issues which promoted resistance to enforced change and impeded planned management action.

Suggested Citation

  • Paresh Wankhade & Geoffrey Heath & James Radcliffe, 2018. "Cultural change and perpetuation in organisations: evidence from an English emergency ambulance service," Public Management Review, Taylor & Francis Journals, vol. 20(6), pages 923-948, June.
    • Handle: RePEc:taf:rpxmxx:v:20:y:2018:i:6:p:923-948
    DOI: 10.1080/14719037.2017.1382278
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    Cited by:

    1. Matthew Joseph Brannan, 2024. "Between Status and Stigma: Ethnographies of Emergency Medical Services," Work, Employment & Society, British Sociological Association, vol. 38(2), pages 573-576, April.
    2. Andersson, Thomas & Gadolin, Christian, 2020. "Understanding institutional work through social interaction in highly institutionalized settings: Lessons from public healthcare organizations," Scandinavian Journal of Management, Elsevier, vol. 36(2).

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