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Exploring Morgans Metaphors: Theory, Research, and Practice in Organizational Studies [Mīkstie vāki]

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  • Formāts: Paperback / softback, 304 pages, height x width: 228x152 mm, weight: 420 g
  • Izdošanas datums: 29-Sep-2016
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1506318770
  • ISBN-13: 9781506318776
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Exploring Morgans Metaphors: Theory, Research, and Practice in Organizational StudiesPalielināt
  • Formāts: Paperback / softback, 304 pages, height x width: 228x152 mm, weight: 420 g
  • Izdošanas datums: 29-Sep-2016
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1506318770
  • ISBN-13: 9781506318776
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781506318776.html
Keywords:
Applying Morgan’s Metaphors explores how the eight metaphors that Morgan presents in Images of Organization are being used in a variety of contexts, particularly for research, practice, and organizational intervention. The text discusses timely topics such as leadership, entrepreneurship, collaboration, training, and development. In addition, the text uses the metaphor approach to break new ground and propose new metaphors for organizations today.  Applying Morgan’s Metaphors also explores how metaphorical thinking can be used to manage and better understand organizational life. 

Key Features:
• Promotes analysis, critical thinking, application, and implication of Morgan’s metaphors as developed in Images of Organizations
• Illustrates how Morgan’s metaphors from Images of Organization are being used in research, practice, and organizational intervention today 
• Presents new innovations and developments in the application of Morgan’s metaphors, including new metaphors and ways of conceptualizing organizations  
• Focuses on how metaphorical thinking can be applied in organizational contexts such as entrepreneurship, leadership, and collaboration
• Includes contributions by well-known experts in the study of metaphors and organizations: Gareth Morgan, Joep Cornelisen, Cliff Oswick, David Grant
Foreword xiii
Gareth Morgan
Preface xxx
About the Editors xxxviii
About the Contributors xl
Part I Making Sense Of Images Of Organization
1 Introduction: From Theory to Application of Metaphor in Organizational Analysis
2(13)
Linda L. Putnam
Anders Ortenblad
Kiran Trehan
Overview of Morgan's Images of Organization
3(3)
Uses and Critiques of Images of Organization
4(2)
Generating Organizational Metaphors in Theory and Practice
6(2)
Moving From Theory to Application: The Structure of This Book
8(5)
Part I: Making Sense of Images of Organization
8(1)
Part II: Using Metaphors in Organizational Analysis
9(2)
Part III: Reflections, Commentaries, and Constructive Critique
11(2)
References
13(2)
2 Reflections on Images of Organization
15(23)
Gareth Morgan
On the Genesis of Images of Organization
16(2)
On the Inspiration for Writing This Book
18(1)
On Metaphor and How It Works
19(3)
On the Contributions That Images Makes
22(2)
On Responses to Critiques of Images
24(1)
On Developing New Metaphors for Research
25(2)
On Criteria for Evaluating a Metaphor
27(1)
On Dominant Metaphors in the Field
28(1)
On Additional Generative Metaphors
28(2)
On Metaphors and the Natural Environment
30(3)
Notes
33(3)
References
36(2)
3 Morgan's Legacy in Theorizing and Understanding Organizations
38(16)
Joep Cornelissen
Key Learning Points
38(2)
Morgan and Metaphors
40(2)
How Metaphors Work
42(3)
Metaphors and Theories of Organization
45(5)
Conclusions
50(1)
Key Terms
51(1)
References
51(3)
Part II Using Metaphors In Organizational Analysis
4 Approaches to Using Metaphors in Organizational Analysis: Morgan's Metaphors and Beyond
54(33)
Anders Ortenblad
Key Learning Points
54(2)
Framework: Seven Distinctions
56(1)
Distinction 1: Descriptive Metaphors Versus Generative Metaphors
57(4)
Distinction 2: Root Metaphor Versus Metaphorical Expression
58(1)
Distinction 3: Metaphors of Those Being Studied Versus Metaphors of the Analyst
59(1)
Distinction 4: Variable Versus Seeing As
59(1)
Distinction 5: Starting in Metaphor Versus Starting in Object of Study
60(1)
Distinction 6: A Set of Metaphors Versus Single Metaphors
60(1)
Distinction 7: Developing Organizations Versus Researching Organizations
61(1)
A Typology of Approaches to Using Metaphors in Organizational Analysis
61(14)
Approach A: A Color Map for Uncovering Aspects of Organizations
62(2)
Approach B: Colored Lenses to See Organizations Through
64(2)
Approach C: A Set of Pigeon-Holes to Categorize Into
66(4)
Approach D: Metaphors by Invitation: Mentored Self-Diagnosis
70(1)
Approach E: Metaphors as Eye-Openers
71(2)
Approach F: Metaphors as Cognitive Innovations
73(2)
Which Approach Is Preferable?
75(3)
The
Chapters in Part II of This Book
78(5)
A Comment on Meta-Metaphors: Understanding How We Approach Metaphors
83(1)
Key Terms
83(1)
Notes
84(1)
References
84(3)
5 Viewing Organizations as Enablers of Happiness
87(24)
Vikas Rai Bhatnagar
Key Learning Points
87(2)
Dynamic Modeling of Morgan's Metaphors
89(4)
Gaps in Basic Assumptions of Current Metaphors: Toward Enriching Them
93(1)
Perceived Negative Aspects of Humans
93(1)
Conceptualization of Human Beings and Their Purpose
94(3)
New Metaphor of Organizations as Enablers of Happiness
97(9)
Key Terms
106(1)
Notes
106(1)
References
106(5)
6 Combining Metaphors to Understand New Organizational Phenomena
111(27)
Thomas Siube
Bernd-Friedrich Voigt
Uta Wilkens
Key Learning Points
111(2)
IPSS as the Case of Application
113(3)
Increasing Relevance
113(1)
Challenges of Transformation
114(1)
Challenges of Organizing
114(2)
Metaphors as Frames for Understanding Organizational Phenomena
116(2)
Domains-Interaction Model for Metaphor Development
118(1)
Specifying Characteristics of Organizing in IPSS
119(5)
Empirical Approach for Gathering Distinct Data
119(2)
General Steps of Data Analysis and Evaluation
121(1)
Results of Data Analysis and Evaluation
122(1)
IPSS as a Distinct Style of IVP
122(1)
Distinct Variables of Organizing in IPSS
122(2)
Applying Morgan's Images to the Set of IPSS Variables
124(4)
Developing a Generic Structure as Basis for the Blend
124(1)
Developing and Elaborating the Blend
125(1)
Creation of Emergent Meaning
125(3)
Conclusions
128(2)
Key Terms
130(1)
References
130(3)
Appendix A: Sample Structure Based on Sociodemographic Variables
133(1)
Appendix B Three Styles of Value Propositions
134(1)
Appendix C Results of the Box Test
134(1)
Appendix D Computed Eigenvalue for the Discriminant Function
134(1)
Appendix E Results of Wilks' Lambda Test
135(1)
Appendix F Summarized Results of the Discriminant Analysis (Integrated - Standardized)
135(1)
Appendix G Results of Classification Analysis
136(1)
Appendix H Sample Items of the Questionnaire
136(2)
7 Exploring Metaphors of Leadership
138(27)
Turo Virtanen
Key Learning Points
138(2)
Need for Quantitative Analysis
140(1)
What Are Metaphors?
141(2)
The Formulation of Leadership Metaphors and Data Generation
143(4)
Overview of the Distribution of Metaphors
147(1)
The Latent Meaning Structures of Leadership Culture
147(9)
Results Compared With Previous Research
156(1)
Conclusions
157(2)
Key Terms
159(1)
References
159(3)
Appendix A: The Question of Leadership Metaphors
162(3)
8 Developing Metaphors in Light of the Visual and Digital Turns in Organizational Studies: Toward a Methodological Framework
165(19)
Ron Kerr
Sarah K. Robinson
Carole Elliott
Key Learning Points
165(2)
The Visual and Digital Turns in Organizational Studies
167(3)
The Visual Turn in Organizational Studies
167(1)
The Digital Turn in Organizational Studies
168(2)
The Case: Mondelez International
170(6)
Actively Viewing Mondelez International: A Methodological Framework
171(2)
Hermeneutic Cycle 1: Informal, Our First Impressions
173(1)
Hermeneutic Cycle 2: Formal Analysis
174(1)
Hermeneutic Cycle 3: Synthesis, the Critical Cycle
174(2)
Discussion: Evolving a New Image Through Our Digital Methodology
176(2)
Conclusions: Contributions of This
Chapter and Ways Forward for Organizational Studies
178(1)
Key Terms
179(1)
References
179(5)
Part III Reflections, Commentaries, And Constructive Critique
9 Imagination and the Political Use of Images
184(21)
Vitor Hugo Klein Jr
Christian Huber
Key Learning Points
184(2)
Assumptions About Images and Imagination
186(8)
Quadrant 1: Imagination Legitimates Organizations
189(2)
Quadrant 2: Imagination Reproduces Organizations
191(1)
Quadrant 3: Imagination Disrupts Organizations
192(1)
Quadrant 4: Imagination Deceives Organizations
193(1)
From Images of Toward Imagination in Organization
194(4)
Discussion and Conclusions
198(3)
A Comprehensive Concept of Imagination
198(1)
Imaginary Struggles for Power
199(2)
The Ethics of Imagination
201(1)
Key Terms
201(1)
Note
202(1)
Acknowledgment
202(1)
References
202(3)
10 Organization as Affect: Moving on Metaphorically
205(12)
David Grant
Cliff Oswick
Key Learning Points
205(1)
Revisiting the Metaphor and Organization Journey
206(1)
A New Challenge
207(1)
Organization as Affect
208(3)
Conclusions
211(1)
Key Terms
212(1)
Note
212(1)
References
213(4)
11 The "Metaphor" Metaphor: Educating Practitioners for Reflective Judgment
217(9)
Haridimos Tsoukas
Key Learning Points
217(1)
Reflective Thinking
218(1)
Metaphor
219(2)
Perception
221(1)
Organizations as Texts
222(1)
Refined Understanding
223(1)
Key Terms
224(1)
References
224(2)
12 Of Tropes, Totems, and Taboos: Reflections on Morgan's Images From a Cross-Cultural Perspective
226(18)
Peter Case
Hugo Gaggiotti
Jonathan Gosling
Mikael Holmgren Caicedo
Key Learning Points
226(3)
Understanding Tropes, Totems, and Taboos
229(4)
Images as Natural and Not Cultural Totems
230(2)
The Power of Images to Effect Action
232(1)
Totems, Images, and Replicas in International Encounters
233(6)
Finnish
234(1)
Albanian
235(1)
Spanish
236(1)
Catalan
236(1)
Malaysian
236(3)
Conclusions
239(2)
Key Terms
241(1)
Note
242(1)
References
242(2)
Glossary 244(6)
Index 250
Anders Örtenblad is Professor of Organization and Leadership at the faculty of social sciences, Nord University, Norway. His main research interests are fashionable management ideas and their travel in space and time; organizational learning and the learning organization; management education, and the use of metaphors for and in the study of organizations and education. He has published articles in journals such as Human Relations, Management Learning, and International Journal of Management Reviews, and edited books published by Edward Elgar Publishing, Routledge and Sage.  

Kiran Trehan is Professor of Leadership and Enterprise Development at Birmingham University. She has published a number of journal articles, policy reports, books and book chapters in the field. Her work has been supported by grants from research councils, government departments, regional and local agencies, and the private sector. She has been a Guest Editor for multiple journals and serves in national advisory roles that shape debates and policy in leadership, diversity, and enterprise development.

Linda L. Putnam is a Research Professor in the Department of Communication at the University of California, Santa Barbara. Her current research interests include discourse analysis in organizations, negotiation and organizational conflict, and gender.  She is the co-editor of twelve books, including The SAGE Handbook of Organizational Communication (2014), Building Theories of Organization: The Constitutive Role of Communication (2009) and the author/co-author of over 180 journal articles and book chapters. She is a Distinguished Scholar of the National Communication Association, a Fellow of the International Communication Association, and a recipient of the Distinguished Service Award from the Academy of Management.