British Telecom’s 1984 partial privatization set in motion the privatization and deregulation of many international state-owned telecommunications carriers. Most previous research on the privatization and deregulation of state-owned telecommunications carriers has focused on the economic outcomes. However, this was also a time of changes in managerial practice and thinking influenced by organizational theory. This article presents an analysis of the use of the prescriptions of Rosabeth Kanter in the attempted reform of the organizational culture of Australia’s largest business in the 1980s: the government-owned telecommunications monopoly Telecom Australia (now Telstra). It details the attempt to transform Telecom under the incipient threat of the introduction of competition to the telecommunications market and demonstrates how the country’s largest change management program, Vision 2000, represented an alternative approach to telecommunications reform.

英国电信 1984 年的部分私有化启动了许多国际国有电信运营商的私有化和放松管制。以往大多数关于国有电信运营商私有化和放松管制的研究都集中在经济成果上。然而，这也是一个受组织理论影响的管理实践和思维发生变化的时期。本文分析了 80 年代澳大利亚最大企业：国有电信垄断企业 Telecom Australia（现为 Telstra）的组织文化改革尝试中使用 Rosabeth Kanter 的处方。