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

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Other Titles in:
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
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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