Perspectives on organisational change: The struggle between dominating and residual cultures in savings banks
2009 (English)In: Corporate Communications. An International Journal, ISSN 1356-3289, Vol. 14, no 4, 369-388 p.Article in journal (Refereed) Published
Purpose - The purpose of the paper is to investigate identity change in savings banks. The savings bank movement is gradually shifting from a residual culture of using the bank to promote savings, into a dominant culture closely resembling commercial banks. Design/methodology/approach - Theory draws on key research in the field of organisational change and corporate identity. A qualitative methodology is used to investigate a large portion of the savings banks movement in Sweden. Findings - The shift in culture is a result of decreasing values of original visions, a process of commercialising the savings bank idea and increasing chief executive officer (CEO) influence and professionalisation. Research limitations/implications - The results are primarily applicable for savings banks. Practical implications - The paper shows the ongoing changes in the savings bank community and the effects of these changes on critical stakeholders. In particular, the important role of CEOs in non-profit organisations is illustrated and discussed. Originality/value - Few studies focus on change in culture and the consequences for stakeholder relations. There is no prior study on savings banks and organisational change.
Place, publisher, year, edition, pages
2009. Vol. 14, no 4, 369-388 p.
Corporate identity, Financial services, Organizational change, Organizational culture, Savings banks, Sweden
Economics and Business
IdentifiersURN: urn:nbn:se:kth:diva-152793DOI: 10.1108/13563280910998736ScopusID: 2-s2.0-71949121346OAI: oai:DiVA.org:kth-152793DiVA: diva2:751864
QC 201410022014-10-022014-10-012014-10-02Bibliographically approved