| Preface | vii |
| 1 | The Concept of Organizational Culture | 1 |
| The meaning(s) of culture | 3 |
| Some comments on the contemporary interest in organizational culture | 6 |
| Cognitive interests | 8 |
| Objectives of this book | 12 |
| Summary | 14 |
| 2 | Culture as a Metaphor and Metaphors for Culture | 16 |
| The metaphor concept | 16 |
| Metaphors in social science--nuisance or breakthroughs? | 19 |
| Metaphors--some problems | 22 |
| Culture as critical variable versus culture as root metaphor | 24 |
| Metaphors for culture | 29 |
| Summary | 38 |
| 3 | Organizational Culture and Performance | 42 |
| The dominance of instrumental values | 43 |
| Approaches to the culture--performance relationship | 47 |
| The culture--performance relationship | 53 |
| Does culture cause anything? The problems of separating culture and other phenomena | 56 |
| Positive and less positive outcomes of corporate culture: a case study | 58 |
| The ambiguity of performance: blame time and milking | 64 |
| Conclusion | 67 |
| 4 | Organizational Culture and Business Administration | 71 |
| Organizational culture and the business concept | 71 |
| Corporate strategy | 77 |
| Organizational culture and marketing | 80 |
| Other subfields: networks, rationalizations and performance indicators | 88 |
| Conclusion | 91 |
| 5 | Leadership and Organizational Culture | 93 |
| What is leadership? | 93 |
| Varieties of leadership | 100 |
| Leadership in the context of organizational culture | 105 |
| A case of initiator-leadership and follower-leadership | 108 |
| Summary and conclusions | 114 |
| 6 | Culture as Constraint: An Emancipatory Approach | 118 |
| Culture as a counterforce to variation and autonomy | 119 |
| Culture and power | 120 |
| Culture as a source of taken-for-granted assumptions | 126 |
| Gender and organizational culture | 132 |
| Ethical closure in organizations | 136 |
| Corporate culture and closure at Pepsi Cola | 139 |
| Conclusion: Methodology for critical inquiry | 142 |
| 7 | Multiple-level Shaping and Ambiguity of Culture | 145 |
| The appeal of 'pure' symbolism uncoupled from material practice | 145 |
| Taking work and social interaction into account | 147 |
| Conceptualizations of culture in terms of social level | 153 |
| Ambiguity and contradiction: a plurality of values and commitments | 160 |
| Summary | 166 |
| 8 | Cultural Change and Conclusions | 170 |
| Reminder of the ambitions of this book | 170 |
| Against the trivialization of 'managing culture' | 171 |
| Managing culture | 174 |
| Organizational cultural change as a grand project, as organic movement or the re-framing of everyday life? | 177 |
| Working with change | 181 |
| A framework for thinking culturally of management and organization | 186 |
| Multiple cultural configurations and cultural traffic | 190 |
| Prospects | 193 |
| References | 196 |
| Index | 209 |
