Organizational culture

About: Organizational culture is a research topic. Over the lifetime, 31507 publications have been published within this topic receiving 926787 citations. The topic is also known as: corporate culture & organisational culture.

Against Essentialism: A Theory of Culture and Society

Abstract: Introduction 1 Theory after Essentialism Accounting for the Observer Observing Observers Levels of Observing Ideological Conflicts in Observation Inside and Outside Observers Value-Freedom and Disinterestedness The Myth of "Going Native" A Few Pretty Old Rules of Method The Classics Revisited, Briefly Networks and Systems Some Elements of a Working Epistemology 2 How to Sociologize with a Hammer The Crisis of Representation Underdetermination and Theory-Ladenness The Indeterminacy of Translation Empiricizing Contexts and Demarcations Incommensurability The Double Hermeneutic Things and Persons 3 Cultural Rationality After Reason Causes and Reasons The Unity of Persons What Do Persons Want and Believe? Decisions, Decisions How to Locate Rationality Some Covariates of Rationality 4 Foundations of Culture Never Minds Who Knows? No Idea! The Meanings of Meaning Observing Culture and Cultural Observers What Is in a Culture? Cultural Stratification Art Reputation From Creativity to Genius 5 Modes of Social Association I: Encounters, Groups, and Organizations The Bodies and Brains of Persons Emotional Selves Levels of Society Encounters Groups Organizations Variations in Organizational Cultures 6 Modes of Social Association II: Networks Drift Fields of Forces Power to the Networks Metabolism Renormalization Autopoiesis Self-Similarity Unity Boundaries Network Expansions Networks of Culture 7 Realism Explained A Continuum of Realism Core Expansions and Time Machines Instruction Density Monopoly and Hegemony Competition and Decentralization Literacy and Printing Orality, Perception, and Copresence Consensus Distance and Frontstages Conclusion Appendix: Theses References Index

Towards the Learning Company

Abstract: INTRODUCTION The concept of the Learning Company is beginning to attract those concerned with the development of people in organisations. Having been stirred up by the prescriptions of In Search of Excellence in terms of how to organise for action and innovation (Peters and Waterman, 1982), this theme is the one most likely to preoccupy managers in the next few years. Even before the notion has been thoroughly defined and explored it has entered the mainstream. For example, Item 6 in the new Charter Group Initiative’s ’Code of Practice’ uses the term ’Learning Organisation’ (FME/CBI/BIM, 1987, p. 5) as does a recent survey report from Ashridge to designate the coming phase of training and development in organisations (Barham et al., 1988, p. 49, et seq.). The Learning Company is the new frontier and the scouts are busy bringing back reports. However, while many people are talking about it no-one has, as yet, claimed to be able to offer a working model of what a Learning Company is. There is both excitement about the possibilities and a lack of clarity about what it looks like. In short we are now standing at the ’vision’ end of the vision-to-reality sequence in bringing the idea into being. In October 1987, we began a 6-month pilot project entitled ’Developing The Learning Company’ with funding from the Manpower Services Commission. The aim was to define and test the feasibility of the idea as

Trust, Control and Post-Bureaucracy

Abstract: This paper is a contribution to the analysis of intra-organizational trust. From a discussion of concepts of trust, we suggest that trust is something which is constructed for and by people in organizations, thereby producing some degree of predictability. Trust is a precarious social accomplishment enacted through the interplay of social or discursive structures, including those of work organizations, and individuated subjects. We argue that bureaucratic organizations effected this construction in such an efficient manner that it `disappeared' as an issue for organizational theorists, but that shifting organizational forms have re-opened it. We suggest that the advent of corporate culturism in the 1980s offered one kind of reconfiguration of trust in organizations. However, subsequent extensions of organizational reform have undermined corporate culture as a way of constructing trust. These extensions, which, with some caveats, may be called post-bureaucratic, have brought with them new potential bases f...

A study of the antecedents and consequences of psychological ownership in organizational settings.

Abstract: Psychological ownership is a feeling of possession in the absence of any formal or legal claims of ownership. In this study, the authors aimed to extend previous empirical testing of psychological ownership in work settings to encompass both job-based and organization-based psychological ownership as well as related work attitudes and behavioral outcomes. Questionnaire data from 68 employees and their managers revealed that job-based psychological ownership and organization-based psychological ownership are distinct work attitudes that are distinguishable from job satisfaction and organizational commitment. Psychological ownership predicted job satisfaction and organizational commitment and mediated the relationship between autonomy and these work attitudes. There was no support for a relationship between psychological ownership and behavioral outcomes. The authors discuss the limitations of the study and the implications of psychological ownership.