Organizational culture in transition: an analysis of a recently privatized company

Abstract

This work aimed to investigate the Organizational Culture of Company X after its privatization. For this purpose, the theoretical framework of Geert Hofstede was used, making it possible to identify its practical and intangible cultural manifestations. Qualitative research was conducted, and the data were collected through access to official documents, corporate emails, empirical experience of observing the work environment, and in-depth interviews with professionals in the commercial area. It was understood that the data should be studied using the content analysis method, given the analytical importance of all communicative nuances present. Thus, it became possible to identify that the new culture of Company X is still under development. Today, physical symbols aim to counteract the hierarchical demarcation, once valued; there is still no consolidated heroic figure, nor relevant rituals for strengthening cultural exchanges. The values are mainly based on the prestige of the public heritage. Although there is optimism and pride in working at Company X as a private entity, the major discomforts return to the benefits offered by its past.It is concluded that the context of Company X is marked by both cultural aspects typical of the public and private environments; establishing a culture in transition.