Abstract
This article examines the organizational culture in Polish privatized compa nies. Culture is not perceived by the authorities responsible for implement ing as a major factor calling for consideration. The reform is seen primarily as a political and economical issue.
From their experience as consultants and students of management culture the authors recognize culture as a powerful factor, which can become a pow erful barrier to the implementation of the reform of Polish state-owned enter prises and a trigger of severe crises in the privatized firms. The paper describes and interprets some of the interesting contradictions that arise between the values declared by the managers of the privatized SOEs (and promoted by the authorities) and the values-in-use in the companies.
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