Journal•ISSN: 1475-9551
Culture and Organization
Taylor & Francis
About: Culture and Organization is an academic journal published by Taylor & Francis. The journal publishes majorly in the area(s): Sociology & Narrative. It has an ISSN identifier of 1475-9551. Over the lifetime, 579 publications have been published receiving 8688 citations.
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TL;DR: In this paper, the authors propose that auto-ethnography has a fruitful contribution to make to organizational research and that introspective and retrospective nature of auto-thnography can enhance understanding of the link between the individual and the organization very effectively.
Abstract: We propose that autoethnography has a fruitful contribution to make to organizational research. The ethnographic process has always been an essential way of studying culture, including organizational culture. The introspective and retrospective nature of autoethnography can enhance understanding of the link between the individual and the organization very effectively. The intensely reflexive nature of autoethnography allows the organizational researcher to make that link. An aesthetic style of prose helps. An increasing use of first person narrative in organizational research also helps. Co‐constructed autoethnography is proposed. The intensely emotive and personal nature of autoethnography impacts upon the sensemaking of the reader. The extant literature can be weaved into the autoethnographic narrative.
176 citations
TL;DR: In this article, the work of the philosopher Henri Lefebvre has been introduced into the field of organisational analysis, and it is intended to suggest the potential to provide a rich and insightful exploration of organizational space, which is not afforded by many current approaches taken in this field.
Abstract: This paper introduces the work of the philosopher Henri Lefebvre into the field of organisational analysis. In particular it is intended to suggest that Lefebvre’s considerations of space have the potential to provide a rich and insightful exploration of organisational space, which is not afforded by many of the current approaches taken in this field. His development of a spatial triad suggests an approach to organisational analysis that facilitates the contemplation of social, physical and mental spaces to provide an integrated view of organisational space, an approach that is in contrast to many current discussions of organisational space in which the focus is often on only a singular aspect of space. It reveals some of the possibilities inherent in Lefebvre’s theories, through providing an analysis of a specific organisational event from a Lefebvrian perspective and exploring some of the implications of this type of approach for organisational analysis.
155 citations
TL;DR: In this article, the authors explore aspects of how the work of practitioners in the police and court system is organized in ways that are not observable to activists working with the victims of abuse.
Abstract: This paper proposes a shift in legal advocacy approaches employed by activists in the US battered women's movement that would take into account how the work of criminal justice professionals (police officers, probation officers, judges, and prosecutors) is organized. While judicial procedures may be more successful in bringing domestic abusers to justice than in the past, they are less successful in producing safety for the victims of abusers. Using institution ethnography as a research strategy, I explore aspects of how the work of practitioners in the police and court system is organized in ways that are not observable to activists working with the victims of abuse. An important aspect of the institutional process are its texts. Texts, as they are produced and processed in people's work settings, coordinate and regulate the different phases of practitioners’ work. In these work processes, organized and limited by formalized texts, women's experience of violence and intimidation is erased and issues of t...
108 citations
TL;DR: In this paper, the authors apply three isomorphic processes from institutional theory to organizational culture to understand how structural and dynamic aspects of culture become nested, taken-for-granted and transmitted.
Abstract: Queries into the creation of collective meaning through social processes arise in both organization culture and institutional theory. This paper applies DiMaggio and Powell’s (1983) three isomorphic processes (mimetic, normative and coercive) from institutional theory to re‐think how structural and dynamic aspects of culture become nested, taken‐for‐granted and transmitted. We consider both acquiescence and resistance to isomorphic pressures in an effort to understand cultural persistence and transmission, forms of resistance to culture, change, the role of sub‐cultures and power usage through Oliver’s (1992) de‐institutionalization thesis. Our purpose in applying isomorphic processes to organizational culture is to offer another layer of understanding enhanced by the growing body of research in institutional theory, bridge one division between micro and macro theory and provide some suggestions for future research.
101 citations
TL;DR: This paper explored the processes of identity construction of four male and female middle managers within one restructured organization, Larts, to illustrate how these individuals draw on different gendered discourses to construct and legitimize their generic roles and identities as middle managers.
Abstract: This paper explores the processes of identity construction of four male and female middle managers within one restructured organization, Larts, to illustrate how these individuals draw on different gendered discourses to construct and legitimize their generic roles and identities as middle managers. Drawing on earlier research (Thomas and Linstead, 2002) that argued for a socially constructed view of identity to explore middle managers' identity construction, this paper conducts a poststructuralist feminist reading to move beyond existing studies of managerial identities which regard those identities as changing but relatively stable, towards the recognition of identity construction as a form of first-order accounting (Garfinkel, 1967) which is characterized by paradox, fluidity, inconsistency and emergence. Identities are constructed in terms of the conjunction of reflecting on past and future experiences, as an explanation of previous events in a way that positions the constructor of the account advantageously for future episodes. The paper presents accounts of four middle managers, drawn from interview material, to illustrate and explore issues of identity construction in one organization. We offer here the conceptualization of identities as masks that are created as resources for participation in an ongoing masquerade. More specifically, the gender mask is analyzed to account for the ways in which middle managers restructure their sense of 'self' by managing the tension between the often contradictory demands posed by unfolding answers to the continuously posed, yet often implicit, questions "What do you [the organization] want from me?" and "What do I want to be in the future?".
98 citations