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A process for changing organizational culture

dc.contributor.authorCameron, Kim S.
dc.date.accessioned2011-03-17T21:54:03Z
dc.date.accessioned2011-03-17T21:54:03Z
dc.date.available2011-03-17T21:54:03Zen_US
dc.date.issued2008
dc.identifier.citationHandbook of Organizational Development, 2008: 429-445 <http://hdl.handle.net/2027.42/83281>en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/83281
dc.description.abstractThis chapter outlines a process for diagnosing and changing organizational culture. It uses the Competing Values Framework to describe a validated approach to helping an organization change from a current culture to a desired culture.en_US
dc.language.isoen_USen_US
dc.subjectorganizational cultureen_US
dc.subjectculture changeen_US
dc.subjectcompeting values frameworken_US
dc.titleA process for changing organizational cultureen_US
dc.typeBook Chapteren_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.contributor.affiliationumRoss School of Businessen_US
dc.contributor.affiliationumcampusAnn Arboren_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/83281/1/CULTURE CHANGE CHAPTER Revised - OD HANDBOOK.doc
dc.identifier.sourceHandbook of Organizational Developmenten_US
dc.owningcollnameBusiness, Stephen M. Ross School of


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