A methodology for cultural measurement and change: A case study

Based on a series of qualitative interviews, Webley and Cartwright ((1996) Total Quality Management, 7, pp. 483-492) suggested that nine key psycholog ical processes underlie total quality work cultures. This paper reports a c ase study of a development of this approach, in which a 36-item questionnai re designed to assess these Key processes is used to measure and manage cul tural change. The case study suggests that this approach makes it possible not only to measure 'soft' aspects of company culture, but also to provide guidance for improvement.