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Behavior Leverage: Bringing Beneficial Cultural Change in Organisations

Author

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  • Hassan Rasool

    (Pakistan Institute of Development Economics, Islamabad.)

Abstract

This paper introduces the concept of “behaviour leverage” that could possibly explain the significance of bringing small changes in organisational culture. A step by step guideline is provided to leverage the organisational performance by implementing friendly interventions at individual and organisational levels.

Suggested Citation

  • Hassan Rasool, 2021. "Behavior Leverage: Bringing Beneficial Cultural Change in Organisations," PIDE-Working Papers 2021:8, Pakistan Institute of Development Economics.
    • Handle: RePEc:pid:wpaper:2021:8
    as

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    References listed on IDEAS

    as
    1. Stefano Calciolari & Anna Prenestini & Federico Lega, 2018. "An organizational culture for all seasons? How cultural type dominance and strength influence different performance goals," Public Management Review, Taylor & Francis Journals, vol. 20(9), pages 1400-1422, September.
    2. Robert E. Quinn & John Rohrbaugh, 1983. "A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis," Management Science, INFORMS, vol. 29(3), pages 363-377, March.
    3. Owino O. Joseph & Francis Kibera, 2019. "Organizational Culture and Performance: Evidence From Microfinance Institutions in Kenya," SAGE Open, , vol. 9(1), pages 21582440198, March.
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