How change does not happen: the impact of culture on a submarine base

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Alexander, Matthew and Losekoot, E. and Reid, E. (2008) How change does not happen: the impact of culture on a submarine base. Tourism and Hospitality Research, 8 (4). pp. 255-264. ISSN 1467-3584 (http://dx.doi.org/10.1057/thr.2008. 32)

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Abstract

This study was part of a Knowledge Transfer Partnership project involving the University of Strathclyde and Royal Navy Base Faslane on the Clyde. The main focus was a market research study to assist in the development of a retail hub for service personnel and civilians to use while on the base. In the course of the study, it was noted how many obstacles to change there were. The researchers have used Johnson's concepts of the cultural web and organisational paradigm to identify what the 'blockages' to change are, and suggest a number of possible ways of addressing these issues. The research suggests that this phenomenon may become more common as more public organisations develop partnerships with private organisations, leading to the potential for clashes of corporate and personal cultures.

ORCID iDs

Alexander, Matthew ORCID logoORCID: https://orcid.org/0000-0003-3770-8056, Losekoot, E. and Reid, E.;
CORE (COnnecting REpositories)