Corporate Culture Change in Nokia Project Report

Dissertation Writing Help on Corporate Culture and Organisational Change in Nokia

Case Study on Corporate Culture and Organisational Change in Nokia

Project Report on Corporate Culture and Organisational Change in Nokia

Research Background

As an executive, identifying, understanding, and influencing the organizational culture can ensure corporate agility and financial success. As a potential employee, catching a glimpse of the true culture of an organization will help one decide if the company is a place where one can contribute and flourish. In both cases, misunderstanding the culture can lead to disaster.

Corporate cultures have both gross and subtle manifestations that provide clues to the underlying norms and beliefs. Paying attention to the work practices, environment, communication paths, and even the level of humour in a company, will give one a hint of the dominant organizational culture. Identification and understanding the culture is necessary to affect any minute or large scale changes in response to market imperatives. If one does not have a clear picture of the culture one cannot effectively modify it.

This paper touches on four key questions in relation to corporate culture:

·           What is corporate culture?

·           Why is it important to understand the corporate culture?

·           How can one identify the corporate culture?

·           Can corporate cultures be changed?

Reason for the Study

The reason for this study stems from the problem that large scale change and transformation of an organisation’s structure, technology or people is difficult, and the challenge to change work processes, relationships, and behaviours is not always met.  A single focus on work processes, or a single focus on restructuring the organisation would be ineffective if behavioural change strategies and action plans are not pursued.  Various limiting conditions including the organisational culture, the leadership climate, the formal organization, and resistance to change need to manage with an integrated change approach. Specific emphasis needs to be placed on motivating people as the main facilitators of change.

 Aim of the Study

The research reported here is highly practical in intent, covering the following:

• How is organisation culture defined?
• How are the values of culture disseminated and reinforced on a day-to-day basis?
• What is the employee’s contribution to culture and change?

The investigation will focus on the factors that have an impact on the effectiveness or ineffectiveness of the change process, the impact of change on the organisation, employees, and the corporate culture.  Specific work-related needs during transformation will be determined.  The specific role of HR during this change will be determined, and recommendations will be made accordingly.

To achieve the objectives of this study the following aspects will be covered:

-   The need for change, including, structural, technical and behavioural focus areas

-   Work-related needs, locus of control, and transformation issues

-   The actual and desired organisation cultures and the change of the organisation

     Culture

-          The effectiveness of the integrated change process

  Research methodology

A qualitative research approach was used, since the empirical data was collected on a small scale level and since the purpose of this research was to gain a deeper understanding of actions in certain situations.  The ambitions of this research was to gain an in-depth view of this situation, hence qualitative research was most suited. Since our research’s aim was in-depth understanding of a certain situation, and since the research questions had the characters of “how”, a case study was suitable. 

In order to gather valuable information, we conducted interviews.  As a method, we used telephone interviews due to geographical distance.  We conducted the interview questions prior to the interview, and the interview guide was sent to the respondents in advance.  The respondents were given room for reflections and explanations and the respondents were also able to ask questions during the interview.  Additionally, supplementary information from the Nokia company homepages were added to the case study.

In our literature review, many authors have mentioned Nokia when talking about corporate culture change, Nokia is furthermore a global company and considered to be a solid, respected, and a trustworthy company and therefore we believed that this company would be interesting to look into, and to further investigate.

The present study used a multi-method approach, which includes a combination of quantitative (survey) and qualitative (interview) methods to collect the primary data.  Secondary data were collected using management journals, encyclopaedias and text books.  Information about Nokia  was sought from annual reports, company brochures and the HR policy manual.

   Limitations of the Study

In discussing the limitation of this research the more general methodological problems were considered before the research was undertaken are discussed first and some of the specific problems that emerged in the course of conducting these research are dealt with.

First of all, it is useful to consider the viability of organisation culture given the fact that it is an abstract term. In the research reported here it may appear to be implied that organisation culture is quantifiable.  However, it was felt that we could not prove organisation culture via measurements.  Clearly the measurement of organisation culture begs questions regarding its internal construct and the validity of its content, i.e Do surveys truly measure the concepts that they are intended to measure?

This issue is entirely based on the viewpoints of managers and the employees of Nokia Company, and it is highly likely that there will be some degree of bias.  A related issue is critical change.  No attempt was made to explore various techniques in order to change a particular organisation culture with the aim of increasing the level of commitment of members of the organisation. Respondents were not asked their opinion on such matters.  Beyond the ethical issues, time and financial constraints limited the ability of the research to explore this issue. 

However, despite such a limitation, it is  hoped that this research may lead people to appreciate the importance of an organisation’s culture.  Furthermore, it may help them reach a better understanding of the culture of their own organisation, and encourage them to explore ways in which they may alter it for the better.  Lastly, a sincere attempt has been made to make a contribution to the vast knowledge of organisation culture.

   Outline of the Study

This thesis consists of six chapters.The thesis starts by an introduction of the thesis topic and a brief background is outlined followed by a problem discussion which finally ends in the purpose and the research questions are presented.  In chapter two, literature review, relevant secondary literature concerning the research questions are presented.  In the end of the chapter two, a conceptual framework is presented in order to narrow the information down and this helps to get an overview over the main issues.  In chapter three, methodology,  an explanation of the procedure and the method for collecting the empirical data on the research questions is presented.  Chapter four, data presentation,  consists of a presentation of the results collected from the empirical data collection in the case study.  In chapter five, data analysis,  we will compare our empirical results from our research with previous literature and theories regarding the thesis topic.  In the last chapter, discussion, findings and conclusions, our overall findings of the thesis topic are presented as well as our conclusions where the research questions are answered and our purpose fulfilled.

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