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Cultural Complexity in Organizations
Inherent Contrasts and Contradictions
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Other Titles in:
Organizational Culture
Organizational Culture
May 1997 | 416 pages | SAGE Publications, Inc
The multiple-cultures perspective advocated in this book suggests that culture in organizational settings is more complex, pluralistic, diverse and contradictory than previously acknowledged. Contributors address culture at various levels including national, industrial and organizational. Issues covered include: implicit managerial understandings and overt practices; the growth and decline of organizations with a focus on culture, managerial control strategies and subculture formation; change and temporary reconciliation; factors that influence homogeneity and heterogeneity and that contribute to a strong corporate culture; and issues of gender, ethnicity and social and organizational identity as concepts that may foster a better understanding of the complexities inherent in handling multiple-cultural identities.
A large variety of different and non-traditional research settings across industries are represented in this book, including: the Korean company Samsung; a car plant in Slovenia; a US software developer; a Dutch amusement park; Hewlett-Packard's British operation; and an airline (SAS).
Sonja A Sackman et al
Single and Multiple Cultures in International Cross-Cultural Management Research
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
Tatjana Globokar
Eastern Europe Meets West
Yasemin Arbak et al
A Perceptual Study of Turkish Managers' and Organizations' Characteristics
PART TWO: CULTURE WITH A FOCUS ON THE ORGANIZATIONAL LEVEL
Terry Schumacher
West Coast Camelot
Thomas Samuel Eberle
Cultural Contrasts in a Democratic Non-Profit Organization
Sierk Ybema
Telling Tales
Patrick McGovern and Veronica Hope-Hailey
Inside Hewlett-Packard
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
Diana Rosemary Sharpe
Managerial Control Strategies and Sub-Cultural Processes
Juha Laurila
Discontinuous Technological Change as a Trigger for Temporary Reconciliation of Managerial Subcultures
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
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`