Making Sense of Managing CultureThis field of comparative organizational behaviour presents a contradictory image to managers and scholars alike. This book offers an approach to the problem of culture in organizations, focusing on the way individual members of an organization make sense of culture. |
Contents
The way forward | 20 |
Strategy and culture | 84 |
People and culture | 113 |
Copyright | |
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Common terms and phrases
American analysis argued basic British Chapter cognitive approach cognitive frame cognitive framework cognitive maps cognitive structures comparative organizational behaviour comparative research comparisons concept context contingency theory contrasting corporate countries cultural differences cultural distance culture affects culture-free approach decision-making decisions difficulties dimensions effects of culture employees examined example factors firm focus focused global Hickson and Pugh Hofstede Hofstede's human resource management important individual behaviour industrial influence integration interaction international business International Business Studies international joint ventures international management interpretation involved issues Japanese language leaders levels of culture literature managerial naive comparative approach national culture negotiation NUMMI operations organization organizational culture organizational learning overall partners performance appraisal personnel power distance practices problems production relationship role sample scripts sense-making similar situation societies specific strategy subsidiary techniques theoretical tional transfer uncertainty avoidance underlying understanding United United Kingdom utilize values