Organizational Culture and Organizational Inertia as the Barrier of Organizational Change

• In Event: AERA Virtual Poster Session
  In Virtual Poster Session: Division J - Postsecondary Education Virtual Poster Session

Abstract

This study aims to contribute to a better understanding of the organizational transformation process focusing on the organizational culture and organizational inertia. The combination of inertia and culture generates the difference in the attitude of staff and faculty toward reforms. Case studies were conducted at two universities for this study. The combination of inertia and weak culture is different between the cases. Even if there is a shared sense of crisis and understanding of the reform plan throughout the university, the existence of value differences among faculties proved to make it challenging to embark on specific initiatives. This study contributes to the current body of research on organizational change theory by examining how different cultures can lead to organizational inertia.

Author

• Hidehiro Nakajima, Ritsumeikan University
  Presenting Author