Competing value framework-based culture transformation

In this study, we developed a culture-sensitive framework for managing culture change. Building upon the competing value framework (Cameron & Quinn, 1999), we investigated each of the four culture types consisting of the framework and identified the major resistance force associated with each culture. Then, we specified how these resistance forces could be addressed with appropriate interventions. We also analyzed 12 likely culture change scenarios arising from the competing value framework-based typology in search of possible interventions that can facilitate the culture transformation of each specific culture change scenario. Twelve propositions were developed from the analysis. Results showed that the competing value framework could be used as a blueprint for guiding culture change in addition to mapping out organizational culture.