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
A larger and smaller world | 1 |
Traditional approaches to comparative research | 23 |
Strategy and culture | 63 |
Copyright | |
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Common terms and phrases
American analysis argued basic British Chapter cognitive approach cognitive frame cognitive framework cognitive map cognitive structures comparative organizational behaviour comparative research comparisons concepts context contingency theory contrasting corporate countries cross-national cultural differences cultural distance culture affects culture-bound culture-free approach David Cray difficulties dimensions Drenth effects of culture employees examined example factors firm focus focused functions global Hofstede's human resource management impact important individual behaviour industrial integration interaction international business International Business Studies international joint ventures international management interpret involved issues Japanese leadership levels of culture literature managerial naive comparative approach national culture negotiation operations organization organizational culture organizational learning organizational structure partners perceptions performance appraisal personnel power distance practices problems production relationship role sample scripts sense-making similar societies specific strategy subsidiary techniques theoretical three traditional approaches tional uncertainty avoidance underlying understanding United United Kingdom utilize values