1 Department of Psychology, Faculty of Social Sciences, Københavns Universitet2 Institut for Psykologi, Department of Psychology, Faculty of Social Sciences, Københavns Universitet3 Technische Universität Darmstadt4 Institut for Psykologi, Department of Psychology, Faculty of Social Sciences, Københavns Universitet
From Crisis to Innovation
This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After a merger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a division office (N = 21). Word counts of ‘I’ and ‘we’ revealed that people sharing pre-merger organizational background (homogeneous groups) used ‘we’ more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division office employees mainly discussed meetings, commitment, and office space. Organizational background rather than office cultures guided these differences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees are offered. Thus, interesting new ways to transform problems and frustrations into solutions and innovations were revealed and deserve further research.
Journal of Business and Media Psychology, 2013, Vol 4, Issue 1, p. 25-34
Faculty of Social Sciences; corporate culture; occupational health; organizational restructuring; social rhythms