Toward A scenario-based Model of Culture Transformation building upon the Competing values Framework

In this paper we develop a culture-sensitive framework for managing culture change. Building upon the Competing values Framework (Cameron & Quinn, 1999), we investigated each of the four culture types consisting of the framework and identified the major resistance forces associated with each individual culture. Then we propose how these resistance forces could be addressed with appropriate interventions. In addition, we analyzed twelve likely culture change scenarios coming out of the competing values framework based typology in search of possible interventions that can facilitate the culture transformation of each specific culture change scenario. Twelve propositions are developed as a result of the analysis. Our study shows that competing values framework could be used as a blueprint for guiding culture change, in addition to mapping out organizational culture.