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

Matthew Alexander, E. Losekoot, E. Reid

Research output: Contribution to journalArticlepeer-review

2 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)255-264
Number of pages9
JournalTourism and Hospitality Research
Issue number4
Publication statusPublished - 2008


  • organisational culture
  • cultural web
  • change management
  • military

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