Making sense of managing culture
International Thomson Business Press, 1998 - Business & Economics - 187 pages
This field of comparative organizational behaviour presents a contradictory image to managers and scholars alike. This book offers a new approach to the problem of culture in organizations, focusing on the way individual members of an organization make sense of culture.
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A larger and smaller world
Traditional approaches to comparative research
Strategy and culture
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American analysis argued basic British Chapter cognitive approach cognitive frame cognitive framework cognitive map cognitive structures comparative organizational behaviour comparative research comparisons concepts context contingency theory contrasting corporate countries cross-national cultural differences cultural distance culture affects culture-bound culture-free approach David Cray decision decision-making difficulties Drenth effects of culture employees examined example factors firm focus focused functions global human resource management impact important individual behaviour industrial integration interaction international business International Business Studies international joint ventures international management involved issues Japan Japanese leadership levels of culture literature managerial naive comparative approach national culture negotiation operations organization organizational culture organizational learning organizational structure partners perceptions performance appraisal personnel power distance practices problems production relationship role sample scripts sense-making similar societies specific strategy subsidiary techniques theoretical three traditional approaches tional uncertainty avoidance underlying understanding United United Kingdom utilize values