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Work, families and organisations in transitionEuropean perspectives$
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Suzan Lewis, Julia Brannen, and Ann Nilsen

Print publication date: 2009

Print ISBN-13: 9781847422200

Published to University Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781847422200.001.0001

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date: 19 October 2017

Work—life initiatives and organisational change in a UK private sector company: a transformational approach?

Work—life initiatives and organisational change in a UK private sector company: a transformational approach?

Chapter:
(p.97) Seven Work—life initiatives and organisational change in a UK private sector company: a transformational approach?
Source:
Work, families and organisations in transition
Author(s):

Suzan Lewis

Janet Smithson

Publisher:
Policy Press
DOI:10.1332/policypress/9781847422200.003.0007

This chapter discusses the UK private sector finance organisation which claims to have moved beyond the work-life policy implementation to address organisational culture change. A drive for culture change stems from the need to develop a single organisational culture and identity following mergers and acquisitions. The workplace policies and practices documented in this chapter are interpreted through a conceptual framework based on organisational learning theory and the concept of a dual agenda for change in which workplace policies aim to meet the complementary rather than conflicting needs of the organisation and its employees. This chapter questions how far a cultural change in this workplace signifies a form of transformational learning. The chapter ends by concluding that change is a complex and a dynamic process, with some transformational change taking place alongside some management resistance.

Keywords:   UK private sector, work-life policy implementation, organisational culture change, workplace policies, workplace practices, organisational learning theory, cultural change, transformational learning

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