Understanding organizational culture
By: Mats Alvesson.
Publisher: SAGE
Published: 2002
Place of publication: London; Thousand Oaks, Calif
Language: eng
Number of pages: 214
Subjects: Corporate culture.
Notes: Includes bibliographical references (p. [196]-208) and index.
Table of contents: title: Machine generated contents note: 1 The Concept of Organizational Culture 1; title: The meaning(s) of culture 3; title: Some comments on the contemporary interest in; title: organizational culture 6; title: Cognitive interests 8; title: Objectives of this book 12; title: Summary 14; title: 2 Culture as a Metaphor and Metaphors for Culture 16; title: The metaphor concept 16; title: Metaphors in social science - nuisance or breakthroughs? 19; title: Metaphors - some problems 22; title: Culture as critical variable versus culture as root metaphor 24; title: Metaphors for culture 29; title: Summary 38; title: 3 Organizational Culture and Performance 42; title: The dominance of instrumental values 43; title: Approaches to the culture-performance relationship 47; title: The culture-performance relationship 53; title: Does culture cause anything? The problems of; title: separating culture and other phenomena 56; title: Positive and less positive outcomes of corporate culture:; title: a case study 58; title: The ambiguity of performance: blame time and milking 64; title: Conclusion 67; title: 4 Organizational Culture and Business Administration 71; title: Organizational culture and the business concept 71; title: Corporate strategy 77; title: Organizational culture and marketing 80; title: Other subfields: networks, rationalizations and; title: performance indicators 88; title: Conclusion 91; title: 5 Leadership and Organizational Culture 93; title: What is leadership? 93; title: Varieties of leadership 100; title: Leadership in the context of organizational culture 105; title: A case of initiator-leadership and follower-leadership 108; title: Summary and conclusions 114; title: 6 Culture as Constraint: An Emancipatory Approach 118; title: Culture as a counterforce to variation and autonomy 119; title: Culture and power 120; title: Culture as a source of taken-for-granted assumptions 126; title: Gender and organizational culture 132; title: Ethical closure in organizations 136; title: Corporate culture and closure at Pepsi Cola 139; title: Conclusion: Methodology for critical inquiry 142; title: 7 Multiple-level Shaping and Ambiguity of Culture 145; title: The appeal of 'pure' symbolism uncoupled from; title: material practice 145; title: Taking work and social interaction into account 147; title: Conceptualizations of culture in terms of social level 153; title: Ambiguity and contradiction: a plurality of values; title: and commitments 160; title: Summary 166; title: 8 Cultural Change and Conclusions 170; title: Reminder of the ambitions of this book 170; title: Against the trivialization of 'managing culture' 171; title: Managing culture 174; title: Organizational cultural change as a grand project,; title: as organic movement or the re-framing of everyday life? 177; title: Working with change 181; title: A framework for thinking culturally of; title: management and organization 186; title: Multiple cultural configurations and cultural traffic 190; title: Prospects 193.