Despite the widespread criticism of the culture management approach by respected academics, recent surveys indicate that managers are continuing to engage in planned cultural interventions. Indeed, reports demonstrate that managing organisational culture is one of the most popular forms of managerial intervention, with one survey concluding that over 90 per cent of organisations engage in planned cultural change. This study describes and analyses organisational culture interventions in four companies within a single industry. It argues that the conceptualisation of organisational culture and culture change should be differentiated in ways that recognise the significance of contextual factors. It presents an analysis of interventions in the hospitality industry and delineates four insights from this sector that are pertinent to the theory and practice of managing cultural change.
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