Kuhn, Jane2016-12-192016-12-192016-09https://hdl.handle.net/11299/183353University of Minnesota Ph.D. dissertation. September 2016. Major: Organizational Leadership, Policy, and Development. Advisors: Deanne Magnusson, Louis Quast. 1 computer file (PDF); x, 275 pages.This study explored the use of action research to support an on-going large-scale organizational culture transformation at a health care organization based in the Midwest. The Plano Clark & Creswell (2015) eight-step action research process was used to guide the study done by the Culture Action Research Team (CART), which consisted of eight employees. CART identified eight opportunities to support the on-going culture transformation. Three opportunities were researched further, with the decision to implement one of these ideas – the new employee experience which would create a consistent, welcoming experience for all new employees joining the organization. The team gathered and analyzed data, developed a three-phase implementation plan, created the communications and creative theme, established an implementation process, implemented the updated communications, and evaluated and reflected on the process. Results indicated that the updated process had a positive impact on new employees and hiring managers to support the on-going culture transformation. Based on the research process, the team identified five enablers (employee involvement, systems thinking and practice, senior leadership support, champions within the business, and communications) and two barriers (resistors and the matrix environment within a large organization) to culture change. Additionally, the team identified lessons learned to apply to future change opportunities.enAction ResearchChange ManagementCorporate CultureCulture ChangeCulture TransformationOrganizational CultureThesis or Dissertation