Original Research

Leveraging organisational cultural capital

R Scheel, F Crous
SA Journal of Industrial Psychology | Vol 33, No 1 | a258 | DOI: https://doi.org/10.4102/sajip.v33i1.258 | © 2007 R Scheel, F Crous | This work is licensed under CC Attribution 4.0
Submitted: 29 October 2007 | Published: 29 October 2007

About the author(s)

R Scheel, University of Johannesburg, South Africa
F Crous, University of Johannesburg, South Africa

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Organisational culture discourse mandates a linear approach of diagnosis, measurement and gap analysis as standard practice in relation to most culture change initiatives. Therefore, a problem solving framework geared toward “fixing�? and/or realigning an organisation’s culture is usually prescribed. The traditional problem solving model seeks to identify gaps between current and desired organisational cultural states, inhibiting the discovery of an organisation’s unique values and strengths, namely its cultural capital. In pursuit of discovering and leveraging organisational cultural capital, a descriptive case study is used to show how an Appreciative Inquiry process can rejuvenate the spirit of an organisation as a system-wide inquiry mobilises a workforce toward a shared vision.


Organistaional cultural capital, Action research, Appreciative inquiry, Descriptive case study


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