Preface |
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vii | |
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Concept of Organizational Culture |
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1 | (15) |
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The meaning(s) of culture |
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3 | (3) |
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Some comments on the contemporary interest in organizational culture |
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6 | (1) |
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6 | (6) |
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12 | (2) |
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14 | (2) |
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Culture as a Metaphor and Metaphors for Culture |
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16 | (26) |
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16 | (3) |
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Metaphors in social science - nuisance or breakthroughs |
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19 | (3) |
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Metaphors - some problems |
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22 | (2) |
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Culture as critical variable versus culture as root metaphor |
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24 | (5) |
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29 | (9) |
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38 | (4) |
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Organizational Culture and Performance |
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42 | (29) |
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The dominance of instrumental values |
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43 | (4) |
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Approaches to the culture-performance relationship |
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47 | (6) |
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The culture-performance relationship |
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53 | (3) |
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Does culture cause anything? The problems of separating culture and other phenomena |
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56 | (2) |
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Positive and less positive outcomes of corporate culture: a case study |
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58 | (6) |
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The ambiguity of performance: blame time and milking |
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64 | (3) |
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67 | (4) |
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Organizational Culture and Business Administration |
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71 | (22) |
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Organizational culture and the business concept |
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71 | (6) |
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77 | (3) |
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Organizational culture and marketing |
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80 | (8) |
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Other subfields: networks, rationalizations and performance indicators |
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88 | (3) |
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91 | (2) |
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Leadership and Organizational Culture |
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93 | (25) |
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93 | (7) |
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100 | (5) |
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Leadership in the context of organizational culture |
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105 | (3) |
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A case of initiator-leadership and follower-leadership |
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108 | (6) |
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114 | (4) |
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Culture as Constraint: An Emancipatory Approach |
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118 | (27) |
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Culture as a counterforce to variation and autonomy |
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119 | (1) |
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120 | (6) |
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Culture as a source of taken-for-granted assumptions |
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126 | (6) |
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Gender and organizational culture |
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132 | (4) |
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Ethical closure in organizations |
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136 | (3) |
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Corporate culture and closure at Pepsi Cola |
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139 | (3) |
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Conclusion: Methodology for critical inquiry |
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142 | (3) |
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Multiple-level Shaping and Ambiguity of Culture |
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145 | (25) |
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The appeal of `pure' symbolism uncoupled from material practice |
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145 | (2) |
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Taking work and social interaction into account |
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147 | (6) |
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Conceptualizations of culture in terms of social level |
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153 | (7) |
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Ambiguity and contradiction: a plurality of values and commitments |
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160 | (6) |
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166 | (4) |
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Cultural Change and Conclusions |
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170 | (26) |
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Reminder of the ambitions of this book |
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170 | (1) |
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Against the trivialization of `managing culture' |
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171 | (3) |
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174 | (3) |
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Organizational cultural change as a grand project, as organic movement or the re-framing of everyday life |
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177 | (4) |
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181 | (5) |
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A framework for thinking culturally of management and organization |
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186 | (4) |
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Multiple cultural configurations and cultural traffic |
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190 | (3) |
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193 | (3) |
References |
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196 | (13) |
Index |
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209 | |