Cultural Complexity in Organizations
Inherent Contrasts and Contradictions

Edited by:

Sonja Sackmann

Other Titles in:
Organizational Culture

May 1997 | 416 pages | SAGE Publications, Inc

Description
Contents

The multiple-cultures perspective advocated in this book suggests that culture in organizational settings is more complex, pluralistic, diverse and contradictory than previously acknowledged. Contributors address culture at various levels including national, industrial and organizational. Issues covered include: implicit managerial understandings and overt practices; the growth and decline of organizations with a focus on culture, managerial control strategies and subculture formation; change and temporary reconciliation; factors that influence homogeneity and heterogeneity and that contribute to a strong corporate culture; and issues of gender, ethnicity and social and organizational identity as concepts that may foster a better understanding of the complexities inherent in handling multiple-cultural identities.

A large variety of different and non-traditional research settings across industries are represented in this book, including: the Korean company Samsung; a car plant in Slovenia; a US software developer; a Dutch amusement park; Hewlett-Packard's British operation; and an airline (SAS).

Sonja A Sackman et al

Single and Multiple Cultures in International Cross-Cultural Management Research

An Overview

PART ONE: CULTURE WITH A FOCUS ON THE NATIONAL LEVEL

Seungkwon Jang and Myung-Ho Chung

Discursive Contradiction of Tradition and Modernity in Korean Management Practices

A Case of Samsung's New Management

Tatjana Globokar

Eastern Europe Meets West

An Empirical Study of French Management in a Slovenian Plant

Yasemin Arbak et al

A Perceptual Study of Turkish Managers' and Organizations' Characteristics

Contrasts and Contradictions

PART TWO: CULTURE WITH A FOCUS ON THE ORGANIZATIONAL LEVEL

Terry Schumacher

West Coast Camelot

The Rise and Fall of an Organizational Culture

Thomas Samuel Eberle

Cultural Contrasts in a Democratic Non-Profit Organization

The Case of a Swiss Reading Society

Sierk Ybema

Telling Tales

Contrasts and Commonalities within the Organization of an Amusement Park

Patrick McGovern and Veronica Hope-Hailey

Inside Hewlett-Packard

Corporate Culture and Bureaucratic Control

PART THREE: CULTURE WITH A FOCUS ON THE SUB-ORGANIZATION LEVEL

Katrina Burrus

National Culture and Gender Diversity within One of the Universal Swiss Banks

An Experiential Description of a Professional Woman Officer and President of the Women Managers' Association

Diana Rosemary Sharpe

Managerial Control Strategies and Sub-Cultural Processes

On the Shop Floor in a Japanese Manufacturing Organization in the UK

Juha Laurila

Discontinuous Technological Change as a Trigger for Temporary Reconciliation of Managerial Subcultures

A Case Study of a Finnish Paper Industry Company

Bas A Koene, Christopher Boone and Joseph L Soeters

Organizational Factors Influencing Homogeneity and Heterogeneity of Organizational Cultures

PART FOUR: ETHNICITY CROSS-CUTTING ORGANIZATIONAL BOUNDARIES

Sjiera de Vries

Ethnic Diversity in Organizations

A Dutch Experience

Willem C J Koot

The Strategic Utilization of Ethnicity in Contemporary Organizations

PART FIVE: SOCIAL IDENTITY AS A CRITICAL CONCEPT IN DEALING WITH COMPLEX CULTURAL SETTINGS

Helge Hernes

Cross-Cutting Identifications in Organizations

Peter Dahler-Larsen

Organizational Identity as a `Crowded Category`

A Case of Multiple and Quickly Shifting We-Typifications

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Cultural Complexity in Organizations
Inherent Contrasts and Contradictions

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