A Framework for Achieving Organizational Culture Change

Authors

  • Jill Mierke University of Saskatchewan
  • Vicki Williamson University of Saskatchewan

DOI:

https://doi.org/10.5860/llm.v31i2.7216

Keywords:

organizational culture, organizational change, strategic human resources, library culture, organization development

Abstract

Organizational culture change is difficult to achieve, particularly so when efforts are not systematic and planned with the end in mind. Based on experience, the authors outline a six-step framework for achieving sustained organizational culture change. Examples and outcomes from the decade-long strategic and organizational change experience at the University Library at the University of Saskatchewan, Canada, are referred to within each step of the framework. The framework provides a successful model for library leaders to adopt when implementing organizational change, particularly when a shift to the organization’s culture is also desired.

Author Biographies

Jill Mierke, University of Saskatchewan

Director, Library Human Resources University Library University of Saskatchewan Saskatoon, Saskatchewan CANADA

Vicki Williamson, University of Saskatchewan

Director, Library Human Resources University Library University of Saskatchewan Saskatoon, Saskatchewan CANADA

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Published

2017-01-13

Issue

Section

Peer Reviewed