Making Sense of Managing CultureThis work offers a new approach to the problem of culture in organizations by focusing on the way individual members of an organization make sense of culture. Coverage includes: a foreword by Geoffrey R. Mallory and David Wilson; identification of key processes in organizational cultures; growth of multinational business; management strategies; real-life management problems; and a review of current literature. This text provides an understanding of organizational culture, which students and managers should find relevant. |
Contents
The retreat from theory | 12 |
The way forward | 20 |
Strategy and culture | 84 |
Copyright | |
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Common terms and phrases
Academy of Management Adler Administrative Science Quarterly American analysis argued basic British cognitive approach cognitive frame cognitive framework cognitive maps Comparative Management comparative organizational behaviour comparison concept context contingency theory contrasting corporate countries cross-national cultural differences cultural distance decision-making dimensions Drenth dynamic effects of culture employees examined example factors firm focused Gioia global Hofstede Hofstede's human resource management important individual behaviour industrial influence integration interaction International Business Studies international joint ventures international management issues Japanese Journal of International Journal of Management leaders levels of culture literature Mallory Management International Review Management Journal Management Review Management Studies managerial multinational national culture negotiation operations Organization Studies organizational culture organizational learning organizational structure partners performance appraisal personnel perspective power distance practices problems relationship role sample scripts sense-making societies specific strategic decision strategy subsidiary techniques theoretical tional uncertainty avoidance underlying understanding values