Understanding Organizational Culture

Understanding Organizational Culture

by Mats Alvesson, Alvesson
     
 

ISBN-10: 0761970053

ISBN-13: 9780761970057

Pub. Date: 03/29/2002

Publisher: SAGE Publications

The new edition of this groundbreaking text in Organizational Studies has been revised and updated to keep apace with developments within Organizational Culture.

Unlike other prescriptive books about organizations, Understanding Organizational Culture challenges and provokes critical thinking, giving insight in to the field of organizational culture. Mats

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Overview

The new edition of this groundbreaking text in Organizational Studies has been revised and updated to keep apace with developments within Organizational Culture.

Unlike other prescriptive books about organizations, Understanding Organizational Culture challenges and provokes critical thinking, giving insight in to the field of organizational culture. Mats Alvesson answers questions of definition, explores alternative perspectives, and expands on substantive issues before discussing key issues of research synthesizes for students the advances in the field of organizational culture. The author also uses examples to develop and illustrate ideas on how cultural thinking can be used in managerial and non-managerial organizational theory and theory-supported practice.

This new edition contains added pedagogical features to increase accessibility and contains expanded coverage of topics such as globalization.

It is essential reading for undergraduate and postgraduate courses in Management and Organization Studies, particularly for modules in Organizational Behaviour, Organizational Theory and on MBA programmes.

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Product Details

ISBN-13:
9780761970057
Publisher:
SAGE Publications
Publication date:
03/29/2002
Series:
Organizational Culture Series
Pages:
214
Product dimensions:
6.10(w) x 9.30(h) x 0.70(d)

Table of Contents

Prefacevii
1The Concept of Organizational Culture1
The meaning(s) of culture3
Some comments on the contemporary interest in organizational culture6
Cognitive interests8
Objectives of this book12
Summary14
2Culture as a Metaphor and Metaphors for Culture16
The metaphor concept16
Metaphors in social science--nuisance or breakthroughs?19
Metaphors--some problems22
Culture as critical variable versus culture as root metaphor24
Metaphors for culture29
Summary38
3Organizational Culture and Performance42
The dominance of instrumental values43
Approaches to the culture--performance relationship47
The culture--performance relationship53
Does culture cause anything? The problems of separating culture and other phenomena56
Positive and less positive outcomes of corporate culture: a case study58
The ambiguity of performance: blame time and milking64
Conclusion67
4Organizational Culture and Business Administration71
Organizational culture and the business concept71
Corporate strategy77
Organizational culture and marketing80
Other subfields: networks, rationalizations and performance indicators88
Conclusion91
5Leadership and Organizational Culture93
What is leadership?93
Varieties of leadership100
Leadership in the context of organizational culture105
A case of initiator-leadership and follower-leadership108
Summary and conclusions114
6Culture as Constraint: An Emancipatory Approach118
Culture as a counterforce to variation and autonomy119
Culture and power120
Culture as a source of taken-for-granted assumptions126
Gender and organizational culture132
Ethical closure in organizations136
Corporate culture and closure at Pepsi Cola139
Conclusion: Methodology for critical inquiry142
7Multiple-level Shaping and Ambiguity of Culture145
The appeal of 'pure' symbolism uncoupled from material practice145
Taking work and social interaction into account147
Conceptualizations of culture in terms of social level153
Ambiguity and contradiction: a plurality of values and commitments160
Summary166
8Cultural Change and Conclusions170
Reminder of the ambitions of this book170
Against the trivialization of 'managing culture'171
Managing culture174
Organizational cultural change as a grand project, as organic movement or the re-framing of everyday life?177
Working with change181
A framework for thinking culturally of management and organization186
Multiple cultural configurations and cultural traffic190
Prospects193
References196
Index209

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