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Cultural Complexity in Organizations
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Cultural Complexity in Organizations
Inherent Contrasts and Contradictions

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March 1997 | 416 pages | SAGE Publications, Inc
The multiple perspectives through which culture is explored in this volume show that culture in organizational settings is more complex, pluralistic, diverse, and contradictory than previously acknowledged. Addressing culture at various levels including national, industrial, organizational, and suborganizational, Cultural Complexity in Organizations provides an extremely broad, yet concise, analysis representing the latest research. Some of the areas of focus are implicit managerial understandings and overt practices, the growth and decline of organizations with a focus on culture, managerial control strategies and the dynamics of subcultural formation, change, and temporary reconciliation, among others. Written by a multinational and multidisciplinary group of scholars, the contributions are based on case studies describing situations in an array of settings such as Samsung, a car plant in Slovenia, Hewlett-Packard, a Dutch amusement park, a U.S. software developer, and an airline (SAS), as well as examples from the not-for-profit sector. Using empirical data based on innovative and multi-method research approaches, Cultural Complexity in Organizations is an important reader that goes beyond description to make recommendations on how to better deal with cultural complexity in organizations. Recommended for students and professionals in organization studies, management, gender studies, sociology, and psychology.

Sonja A Sackman et al
Single and Multiple Cultures in International Cross-Cultural Management Research
An Overview

 
 
PART ONE: CULTURE WITH A FOCUS ON THE NATIONAL LEVEL
Seungkwon Jang and Myung-Ho Chung
Discursive Contradiction of Tradition and Modernity in Korean Management Practices
A Case of Samsung's New Management

 
Tatjana Globokar
Eastern Europe Meets West
An Empirical Study of French Management in a Slovenian Plant

 
Yasemin Arbak et al
A Perceptual Study of Turkish Managers' and Organizations' Characteristics
Contrasts and Contradictions

 
 
PART TWO: CULTURE WITH A FOCUS ON THE ORGANIZATIONAL LEVEL
Terry Schumacher
West Coast Camelot
The Rise and Fall of an Organizational Culture

 
Thomas Samuel Eberle
Cultural Contrasts in a Democratic Non-Profit Organization
The Case of a Swiss Reading Society

 
Sierk Ybema
Telling Tales
Contrasts and Commonalities within the Organization of an Amusement Park

 
Patrick McGovern and Veronica Hope-Hailey
Inside Hewlett-Packard
Corporate Culture and Bureaucratic Control

 
 
PART THREE: CULTURE WITH A FOCUS ON THE SUB-ORGANIZATION LEVEL
Katrina Burrus
National Culture and Gender Diversity within One of the Universal Swiss Banks
An Experiential Description of a Professional Woman Officer and President of the Women Managers' Association

 
Diana Rosemary Sharpe
Managerial Control Strategies and Sub-Cultural Processes
On the Shop Floor in a Japanese Manufacturing Organization in the UK

 
Juha Laurila
Discontinuous Technological Change as a Trigger for Temporary Reconciliation of Managerial Subcultures
A Case Study of a Finnish Paper Industry Company

 
Bas A Koene, Christopher Boone and Joseph L Soeters
Organizational Factors Influencing Homogeneity and Heterogeneity of Organizational Cultures
 
PART FOUR: ETHNICITY CROSS-CUTTING ORGANIZATIONAL BOUNDARIES
Sjiera de Vries
Ethnic Diversity in Organizations
A Dutch Experience

 
Willem C J Koot
The Strategic Utilization of Ethnicity in Contemporary Organizations
 
PART FIVE: SOCIAL IDENTITY AS A CRITICAL CONCEPT IN DEALING WITH COMPLEX CULTURAL SETTINGS
Helge Hernes
Cross-Cutting Identifications in Organizations
Peter Dahler-Larsen
Organizational Identity as a `Crowded Category`
A Case of Multiple and Quickly Shifting We-Typifications

 

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