Joanne Martin

TL;DR: Martin this article argues that the best way to view organizations is to see them through all three perspectives -integration, differentiation, and fragmentation -each revealing a different kind of truth, and the author has done extensive research studying the organizational culture of a large California high technology firm (which is not identified in the book).

TL;DR: In this article, the authors integrate three disparate views of culture and cultural change, and present these three views for managing cultural change in organizations, and argue that to understand how organizations change, in general, it is important to understand these disparate, yet interrelated processes of cultural change.

TL;DR: Siehl and Martin this paper argue that organizational cultures offer an interpretation of an institution's history that members can use to decipher how they will be expected to behave in the future, and that some types of organizational cultures are associated with greater productivity and profitability.

TL;DR: The authors argue that a culture's claim to uniqueness is, paradoxically, expressed through cultural manifestations, such as stories, that are not in fact unique, and present seven types of stories that make a tacit claim of uniqueness.

TL;DR: The authors deconstructs and reconstructs the story text from a feminist perspective, examining what it says, what it does not say, and what it might have said, suggesting that organizational efforts to help women have suppressed gender conflict and reified false dichotomies between public and private realms of endeavor.