000			03415cam a2200229 a 4500
999			_c5530 _d5530
001			23086
010			_a 2002284428
020			_a0761970053
020			_a0761970061 (PBK.)
040			_aUKM
082	0	0	_a302.3/5
100	1		_aAlvesson, Mats, _d1956- _913983
245	1	0	_aUnderstanding organizational culture / _cMats Alvesson.
260			_aLondon ; _aThousand Oaks, Calif. : _bSAGE, _c2002.
300			_avi, 214 p. : _bill ; _c25 cm.
504			_aIncludes bibliographical references (p. [196]-208) and index.
505	8		_aMachine generated contents note: 1 The Concept of Organizational Culture 1 -- The meaning(s) of culture 3 -- Some comments on the contemporary interest in -- organizational culture 6 -- Cognitive interests 8 -- Objectives of this book 12 -- Summary 14 -- 2 Culture as a Metaphor and Metaphors for Culture 16 -- The metaphor concept 16 -- Metaphors in social science - nuisance or breakthroughs? 19 -- Metaphors - some problems 22 -- Culture as critical variable versus culture as root metaphor 24 -- Metaphors for culture 29 -- Summary 38 -- 3 Organizational Culture and Performance 42 -- The dominance of instrumental values 43 -- Approaches to the culture-performance relationship 47 -- The culture-performance relationship 53 -- Does culture cause anything? The problems of -- separating culture and other phenomena 56 -- Positive and less positive outcomes of corporate culture: -- a case study 58 -- The ambiguity of performance: blame time and milking 64 -- Conclusion 67 -- 4 Organizational Culture and Business Administration 71 -- Organizational culture and the business concept 71 -- Corporate strategy 77 -- Organizational culture and marketing 80 -- Other subfields: networks, rationalizations and -- performance indicators 88 -- Conclusion 91 -- 5 Leadership and Organizational Culture 93 -- What is leadership? 93 -- Varieties of leadership 100 -- Leadership in the context of organizational culture 105 -- A case of initiator-leadership and follower-leadership 108 -- Summary and conclusions 114 -- 6 Culture as Constraint: An Emancipatory Approach 118 -- Culture as a counterforce to variation and autonomy 119 -- Culture and power 120 -- Culture as a source of taken-for-granted assumptions 126 -- Gender and organizational culture 132 -- Ethical closure in organizations 136 -- Corporate culture and closure at Pepsi Cola 139 -- Conclusion: Methodology for critical inquiry 142 -- 7 Multiple-level Shaping and Ambiguity of Culture 145 -- The appeal of 'pure' symbolism uncoupled from -- material practice 145 -- Taking work and social interaction into account 147 -- Conceptualizations of culture in terms of social level 153 -- Ambiguity and contradiction: a plurality of values -- and commitments 160 -- Summary 166 -- 8 Cultural Change and Conclusions 170 -- Reminder of the ambitions of this book 170 -- Against the trivialization of 'managing culture' 171 -- Managing culture 174 -- Organizational cultural change as a grand project, -- as organic movement or the re-framing of everyday life? 177 -- Working with change 181 -- A framework for thinking culturally of -- management and organization 186 -- Multiple cultural configurations and cultural traffic 190 -- Prospects 193.
526			_aMGMT984 ; HDR974
650		0	_aCorporate culture. _9359
856			_uhttps://uowd.box.com/s/atpokrlg9ncxv98g9b3s8udkgh7yqawx _zLocation Map
942			_cREGULAR _2ddc