Beil-Hildebrand Margitta B
J Health Organ Manag. 2005;19(6):440-65. doi: 10.1108/14777260510629643.
This ethnographic investigation of a general hospital aims to critically analyse a much lauded corporate culture. Rather than accepting the managerial and academic claims concerning the mobilisation of corporate culture at face value, this study builds upon a labour process analysis and takes a close look at how it actually seems to work.
DESIGN/METHODOLOGY/APPROACH: The paper explores and describes how executive managers seek to design and impose corporate culture change and how it affects the nursing employees of this organisation. This was achieved by means of a six month field study of day-to-day life in the hospital's nursing division.
The results lend little support to the official claims that, if managerial objectives are realised, they are achieved through some combination of shared values and employee participation. The evidence lends more support to the critical view in labour process writing that modern cultural strategies lead to increased corporate control, greater employee subjection and extensive effort intensification. The contradiction this brings into the working lives of the employees leads to the conclusion that the rhetoric of corporate culture change does not affect the pre-existing attitudes and value orientations of nursing employees. However, there were considerable variations in how employees received the managerial message and thus, by their degree of misbehaviour and adaptation, affected the organisation itself as well as using the cultural rhetoric against the management for their own ends.
ORIGINALITY/VALUE: The paper concludes that an extended labour process analysis is necessary to challenge the way in which corporate culture change is explored and described by management academics and practitioners.
这项针对一家综合医院的人种志调查旨在批判性地分析一种备受赞誉的企业文化。本研究并非照单全收有关企业文化调动的管理和学术主张，而是基于劳动过程分析，深入探究其实际运作方式。
设计/方法/途径：本文探讨并描述了高管如何试图设计并推行企业文化变革，以及这对该组织的护理员工产生了怎样的影响。这是通过对医院护理部门的日常生活进行为期六个月的实地研究实现的。
研究结果几乎无法支持官方的说法，即如果管理目标得以实现，那是通过共享价值观和员工参与的某种组合达成的。证据更支持劳动过程著作中的批判性观点，即现代文化策略会导致企业控制增强、员工更加服从以及工作强度大幅加大。这给员工工作生活带来的矛盾导致这样的结论：企业文化变革的言辞并未影响护理员工既有的态度和价值取向。然而，员工接收管理信息的方式存在很大差异，因此，他们通过不当行为和适应程度，既影响了组织本身，也利用文化言辞为自身目的对抗管理层。
原创性/价值：本文的结论是，有必要进行扩展的劳动过程分析，以挑战管理学者和从业者探索和描述企业文化变革的方式。
