The Research question of this thesis is: How is organizational culture expressed and experienced over time in a company with a cultural focus? The purpose is to describe how a multinational company with a strong focus on the management of culture and values re-interprets their core cultural values in the face of modernization and internationalization. At the same time, the preservation of the cultural core is investigated by looking at how culture is expressed at the case company. The research design of this study is a qualitative case study with the collection of empirical data through interviews, observations, and organizational documents. Abductive reasoning was employed to serve the exploratory layout of the study. A constructivist ontological and interpretivist epistemological position was taken. Quality criteria, relevant for qualitative research studies were considered.
Organizational culture is one of the most prominent topics in academia and has gained its status due to the transferability from academia into managerial practice. Today, organizational culture has become an institutionalized topic and scholars call for a need to revive the topic. Inconsistency with organizational culture and organizational vision, external market pressure and a changing composition of the workforce ask to adapt organizational culture to current times.
Table of contents
1. Introduction
1.1 Background
1.2 Problem discussion
1.3 Research question
1.4 Purpose
1.5 Limitations
1.6 Delimitations
1.7 Outline
2. Theoretical framework
2.1 Paving the way for organizational culture studies
2.1.1 Organizations as cultures - sociological perspective
2.1.2 Culture management in organizations - managerial perspective
2.1.3 Culture management and normative control - critical perspective
2.2 Organizational culture concepts
2.3 Organizational culture and change
3. Methodology
3.1 Research site and research context
3.2 Research approach
3.2.1 Ontology
3.2.2 Epistemology
3.2.3 Abductive reasoning
3.3 Research design
3.3.1 Exploratory research design
3.3.2 Qualitative case study
3.4 Purposive Sampling
3.4.1 Accessibility
3.4.2 Sample size
3.5 Data collection methods
3.5.1 Organizational documents
3.5.2 Semi-structured interviews
3.5.3 Field-observations
3.5.4 Research ethics
3.6 Analysis method
3.7 Quality criteria
3.7.1 Trustworthiness
3.7.2 Authenticity
4. Empirical findings
4.1 IKEA culture and values – documents
4.1.1 IKEAs description of culture and values
4.1.2 Reinvigoration of IKEA values in 2017
4.2 IKEA culture – the forever parts
4.2.1 The core of IKEA values
4.2.2 Procedures to keep the culture alive
4.2.3 Value-based recruiting
4.3 Interpretation of IKEA values – expression of IKEA culture
4.4 Need for modification
4.5 Employee reactions to the reinvigoration of IKEA values
5. Discussion
5.1 Interpretation of culture
5.2 Modification of IKEA values: Cultural persistence or change?
6. Conclusion
6.1 Key findings
6.2 Research implications
6.3 Managerial implications
7. References
8. Appendix
8.1 Appendix – Methodology
8.2 Appendix - Empirical findings
Objectives & Research Topics
The primary objective of this thesis is to examine how a multinational company with a strong culture-centric model, specifically IKEA, reinterprets its core values during periods of internationalization and modernization, while simultaneously investigating how the cultural core is preserved over time.
- Analysis of organizational culture as a dynamic yet persistent system.
- Investigation of the reinterpretation of core corporate values (e.g., the 2017 value reinvigoration).
- Exploration of normative control mechanisms and their influence on employee behavior.
- Study of the relationship between formal communication of values and the lived experience within the workforce.
- Evaluation of "value-based recruiting" as a strategy for maintaining organizational culture.
Excerpt from the book
4.2.1 The core of IKEA values
IKEA builds its culture not only on values and on behavior resulting from the IKEA values, but just as much on its roots in Småland, a distinct language and symbols such as the store and color scheme.
Maria described that during the first weeks of being employed at IKEA, one comes in touch with the history of IKEA and its roots in Småland through a culture seminar. I noticed that IKEAs origin from Småland was highly emphasized in culture seminars, brochures, the IKEA museum, and even the store. Tom told me that, at IKEA it is believed that the IKEA values are the way they are because of IKEAs foundation in an environment of hardship, the unforgiving conditions forced Smålanders to be crafty, innovative, and co-operative, he explained. “This “Småland-legacy” is built into the IKEA way of doing things.” (Inter IKEA Systems B.V., 2012, p. 12). Besides the traits a Smålander or IKEA employee carries, the history of how IKEA was found is described. “It is essential to know the IKEA history to understand the origins of the IKEA Concept, our values and our culture.” Tom explained. He further elaborated that this is why a whole floor at the IKEA museum is dedicated to IKEAs roots.
Not only have the roots in Småland played a central part at IKEA, but also Swedish traditions. Swedish holidays are celebrated in IKEA offices and stores around the world.
Summary of Chapters
1. Introduction: This chapter introduces the research context of organizational culture at IKEA, outlining the problem, purpose, and research questions concerning culture persistence versus change.
2. Theoretical framework: This chapter reviews core theories regarding organizational culture, including sociological, managerial, and critical perspectives, and examines concepts related to normative control.
3. Methodology: This chapter outlines the qualitative case study approach, the abductive reasoning process, and data collection methods including interviews, observations, and organizational documents.
4. Empirical findings: This chapter presents the data gathered from IKEA documents and field research, focusing on value reinvigoration and the "forever parts" of IKEA culture.
5. Discussion: This chapter interprets the empirical findings through the lens of the theoretical framework, analyzing the tension between normative control and cultural maintenance.
6. Conclusion: This chapter summarizes the key findings, concluding that IKEA culture is characterized by high stability and persistence despite formal attempts to modernize values.
Keywords
organizational culture, organizational culture change, organizational culture preservation, assessing organizational culture, normative control, IKEA, value management, qualitative case study, corporate culture, Småland, cultural persistence, value-based recruiting, leadership, togetherness, employee survey
Frequently Asked Questions
What is the core subject of this research?
The research examines the persistence versus change of organizational culture at IKEA, specifically focusing on how the company expresses and experiences its core values over time.
What are the central thematic areas?
The study centers on value management, the role of organizational history (Småland roots), normative control, and the balance between cultural continuity and the need for modernization.
What is the primary research question?
The main question asks: How is organizational culture expressed and experienced over time in a company with a cultural focus?
What methodology was employed?
The author utilized a qualitative case study approach, involving semi-structured interviews, participant field-observations, and the analysis of internal organizational documents, underpinned by abductive reasoning.
What does the main body cover?
The main body covers the theoretical foundations of culture studies, detailed empirical findings regarding the 2017 value reinvigoration, and a discussion on whether these changes represent a real shift or mere maintenance.
Which keywords best characterize the work?
Key terms include organizational culture, normative control, IKEA, cultural persistence, and value-based recruiting.
How does IKEA handle cultural reinvigoration according to the findings?
The study finds that IKEA approaches reinvigoration as a maintenance process to stay relevant, rather than a radical change, emphasizing the importance of staying rooted in the original "Testament of a Furniture Dealer."
What role does the "Testament of a Furniture Dealer" play?
It acts as the foundational document and the eternal constant for IKEA's culture, serving as a reference point that legitimizes the company's value system to employees worldwide.
How did employees react to the 2017 value changes?
Reactions were generally positive, though some interviewees expressed disappointment regarding the removal of specific values like "humbleness and willpower," which they viewed as unique differentiators of the IKEA brand.
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- Anna Lena Bischoff (Autor:in), 2017, Organizational culture persistence versus change at IKEA. How it is expressed and experienced over time in a company with a cultural focus, München, GRIN Verlag, https://www.grin.com/document/1002276
