The Context for Change / II. Policy and Practice / III. Barriers to the Effectiveness of Current Policies and Strategies for Moving Beyond Policies to Culture Change / IV. Conclusion CONTRIBUTORS: S. Lewis, P. Moss, J. Lewis, L. Harker, J. Gonyea, B. Googins, H. Holt, I. Thaulow, C. L. Cooper, A. Watts, C. Camp, K. Taylor, P. H. Raabe, J. K. Fletcher, R. Rapoport
Chapter 11: Work–Family Issues as a Catalyst for Organizational Change
Work–Family Issues as a Catalyst for Organizational Change
This chapter presents findings and perspectives from an action research project in three US corporations, each with a record of being ‘family-friendly’. We describe the project with particular reference to one of the corporations – the Xerox Corporation, a large international high-technology firm headquartered in the US. In this chapter we will present the context and background of the overall project, describe the organizational change effort at this one corporation, present an argument based on our findings (namely, that work-family issues can provide a catalyst for fundamental organizational change) and suggest general principles for achieving this type of change.
The Xerox study is one of three collaborative action ...