Using Cultural Artifacts to Change and Perpetuate Strategy

Abstract

This case study portrays the critical role played by cultural artifacts in perpetuating old strategies and in executing new ones. It provides a longitudinal perspective on how cultural artifacts have been used in an MBA program based in the United States to both perpetuate and change strategy. The study also provides numerous examples of how cultural artifacts have been utilized in achieving both of these purposes so that others may employ cultural artifacts in a similar fashion. A considerable number of examples are provided in a table, which is readily useable to guide the reader's efforts. Little attention has been paid to cultural artifacts and their impact on the change process. It is quite clear to us that this impact is significant, and manageable. This study introduces several new facets in the exploration of organizational cultural artifacts. Practically speaking, managers need to be more aware of the power of cultural artifacts, they need to learn how to use them, and they need to practice their use consciously for the appropriate times in the life of the organizations.

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