Re-Engineering Corporate Culture for Organizational Receptivity to Change

Abstract

This study, using a cross-sectional survey approach, empirically investigates the relationship between re-engineering corporate culture and organizational receptivity to change. Analysis is carried out on the individual unit while data is generated from 72 employees from three selected banks in Rivers State. Using the confirmatory analysis and spearman’s rank order correlation tool, analyses was carried out on the relationship between re-engineering corporate culture through its measures which are corporate values and corporate norms, and organizational receptivity to change. The objective of the study is to adequately illustrate the role effective corporate cultural re-engineering plays in achieving an enhanced attitude, especially from the employees, towards both external and internal change; this was achieved through a hypothesized model and two statements of bivariate relations; which were tested using a predominantly nomothetic (quantitative) methodology. Our findings reveal a significant relationship between re-engineering corporate culture and organizational receptivity to change and based on the results, conclusions were drawn and recommendations made.

Key words: Re-engineering, Corporate culture, Receptivity, Openness, Change, values, norms, innovativeness.