A fundamental aim of the service management discourse is the transformation of the culture of organisations to a culture of consistent and coherent service excellence. The aim of this paper is to analyse the possibility and plausibility of such changes.
The study draws on data from a two‐and‐a‐half‐year study of the introduction of service management initiatives at the public hospital in the county of Värmland in Sweden. Interviews and participant observation are used to gather data. Sensemaking theory is adopted to evaluate the change of service culture.
It is concluded that the programme of service management reform studied here creates heterogeneous and conflicting cultures, rather than the culture of coherent and consistent service excellence that it was supposed to produce.
The study suggests that a shift in focus from “prescription” to “description” is required in research into service culture.
Service organisations are multi‐faceted – thus rendering cultural engineering ineffective. The creation of shared meaning in a common, consistent, and coherent service culture is therefore not usually possible. Managers should concentrate on understanding the culture of their organisations, rather than attempting to change that culture.
The paper investigates an attempt to create service culture. Such a study has not been undertaken in previous research.
