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Date of Award

Spring 2012

Document Type

Restricted Thesis: Campus only access

Degree Name

Bachelor of Arts


Leadership Studies

First Advisor

Dr. Crystal L. Hoyt

Second Advisor

Dr. Gill R. Hickman

Third Advisor

Dr. Jeffery M. Pollack


A 2 (company culture; innovative or traditional) X 3 (type of change; evolutionary or transformational or revolutionary) between subjects factorial design was used to explore employees’ perceptions of change agendas dependent upon the company culture. Ninety-nine undergraduate students were randomly assigned to one of six conditions. The results indicate a significant main effect of corporate culture on people’s perceptions of varying change agendas. These findings demonstrate the importance of considering corporate culture when planning for and implementing distinct change agendas. Significant main effects were also uncovered regarding the way in which corporate culture and change impact people’s job perception, supervisor satisfaction and organizational perceptions. This research is the first to take a social scientific approach to examine people’s perceptions of change dependent upon corporate culture. As such, we hope this initial extension fosters future research on how to most effectively guide change agendas dependent upon corporate culture and beyond.