Change in Organizational Culture Studies from Interpretive Approach

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The research aims to critically analyze the organizational culture practices, managerial and marketing strategies existing within the organizations studied. By engaging with the issue of cultural difference and diversity, the work brings to the fore the myriad often competing discourses and plurality of voices including the previously silenced non-managerial ones. These point towards the political terrain of organizational culture. The study draws on empirical evidence within two organizational contexts, a fast moving consumer goods (FMCG) organization operating in the health food sector and a call centre setting. In the FMCG context the dominant Corporate Social Responsibility (CSR) and Customer relationship Management (CRM) discourses propagated as a means of mutual value co-creation for the organization and the 'bottom of pyramid' (BOP) is questioned. The discourses surrounding the skills and competencies required by employees suited for the FMCG industry as well as the call centre are discussed. It is suggested that besides knowledge related to the professional domain in the FMCG context and technical aspects of the job in the call centre, it is the management of social skills that assume special significance in both contexts. Employees are expected to manage their identities and emotions by conforming not only to external standards of work prescribed by the organizations, but are expected to internalize behavioural patterns, attitudes and even adapt their lifestyles in organizationally defined ways. It is debated that these discourses and practices may simply be strategies to exercise power through the management of subjectivity which in a postmodernist vein is seen as discursively constituted. The argument is developed with reference to a discussion of various illustrations of cultural ambiguity of management.