The international handbook of organizational culture and climate
Wiley, 2001 - Business & Economics - 620 pages
Organizational culture and climate continues to engage academic interest and debate. Culture has increasingly been linked to a diverse range of individuals and organizational behaviours. However, despite the international interest and importance of the concept, the dominant literature in this field has tended to reflect an Anglo-US model and perspective. There are no significant texts which have attempted to combine and integrate the more traditional with the more emergent perspective. This book will be the first volume to offer authoritative, critical and comprehensive discussion and information on the topic. It will review the current state of the art in terms of the theoretical and methodological issues and problems and it will consider future research directions.
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a Sociological Perspective
Multinational Groups and the Structuration of Organizational
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Academy of Management action Administrative Science Quarterly AGIL model analysis approach argued aspects assessment assumptions beliefs chapter Chatman climate cognitive communication concept conflict context contract coordination games corporate culture create creativity cultural complexity cultural system culture change decision demographic dimensions diversity dynamic economic effects elements employees enculturation environment ethnography example firm focus focused framework function globalization goals heterogeneity Hofstede impact important individual industry influence innovation integration interaction International issues Jehn Kreps Management Journal Mannix mean measure methods norms Novo Nordisk O'Reilly orga organization organization's Organizational Behavior organizational climate organizational culture outcomes patterns performance perspective polychronicity power distance Press problems psychological contract qualitative qualitative research relationship Review role Sackmann Schein shared simulation Social Psychology specific stereotypes strategy strong culture structure suggests task temporal theory tion tional turnover understanding variables York