ISBN:
9789814525107
,
9789812837837
,
9789814449519
,
9789814449526
,
9789812837820
Language:
English
Pages:
Online-Ressource (2 Bde, 1008 S.)
Edition:
Singapore World Scientific Publishing Co Electronic reproduction; System requirements: Adobe Acrobat Reader
Parallel Title:
Available in another form
Parallel Title:
Available in another form
Parallel Title:
Available in another form
DDC:
302.35
Keywords:
Organizational behavior
;
Corporate culture
;
Organizational behavior
;
Corporate culture
;
Electronic books
;
Electronic books
Abstract:
In 1989, the well-known organisational culture scholar, Stephen Ott, lamented what he saw as the failure of the organisational culture perspective to have the kind of lasting influence - whether empirical, or in terms of its contribution to practice - that had been hoped for. In attempting to explain this state of affairs, Ott observed that: "Some of the most important unanswered questions are methodological, and without methodological advancement, the perspective will not achieve maturity." The situation today, more than two decades after Ott voiced these concerns, is that academics, researchers, and practitioners alike continue to struggle with the question of how best to decipher and measure an organisation's culture. Organisational Culture: Concept, Context and Measurement (in two volumes) aims to encourage an agenda for organisational culture research that gives a renewed emphasis to methodological issues. In pursuit of this aim, consideration is given to both conceptual questions and questions of measurement. In Volume I of the book, the main focus is on the concept of organisational culture. Based on an analysis and critique of existing treatments, as well as a comparison of organisational culture with a number of closely related concepts, consideration is given to how the concept might usefully be elaborated and further refined. In Volume II of the book, the focus is on methodological issues. Drawing on the findings of a series of empirical studies conducted over a number of years, consideration is given to what would be required to develop a measure for organisational culture that is practically useful and also capable of accessing culture at its deepest, and arguably most influential yet most elusive, level. In particular, an approach is advocated that seeks to contextualise organisational culture, in terms of various time and experience domains, and that also promotes the use of attributions analysis as a means whereby to further understand culture at this level. A valuable resource for scholars and practitioners alike, the book provides readers who are interested in understanding the role and influence of culture in organisations with a comprehensive analysis of the development and application of the organisational culture concept. For readers who are interested in conducting research into the measurement and practical application of organisational culture, the book provides a methodological approach that can be used to guide their research
Abstract:
Vol. I. pt. one. The concept. ch. 1. Organisational culture: development and early application. 1.1. A brief introduction to organisational culture. 1.2. Organisational culture defined. 1.3. Origins of the contemporary study of organisational culture. 1.4. Development of the organisational culture perspective within organisation theory. 1.5. Popularisation of the organisational culture concept. 1.6. Major claims about organisational culture. 1.7. Conclusions -- ch. 2. Conceptualising organisational culture. 2.1. What is organisational culture? 2.2. Do organisations have cultures, or are they culture? 2.3. Schein's treatment of organisational culture. 2.4. An alternative conceptualisation of organisational culture. 2.5. Conclusions -- ch. 3. Describing organisational culture: structure, strength, and differentiation. 3.1. Structural properties of organisational culture. 3.2. The strength of organisational culture. 3.3. Organisational and occupational subcultures. 3.4. Conclusions -- pt. two. Related concepts. ch. 4. Organisational climate and national culture. 4.1. Organisational climate. 4.2. National culture. 4.3. Conclusions -- ch. 5. Social representations. 5.1. Origins and definition of social representations. 5.2. Conceptual similarities between social representations and organisational culture. 5.3. A comparison of research studies in organisational culture and social representations. 5.4. A comparison of the research methods used in organisational culture and social representations research. 5.5. Conclusions -- pt. three. Measurement and context. ch. 6. Deciphering organisational culture. 6.1. Qualitative methods and techniques. 6.2. Quantitative methods and techniques. 6.3. Qualitative and quantitative methods combined. 6.4. Conclusions -- ch. 7. Introduction to a contextual framework. 7.1. Organisational culture: key characteristics and associated research issues. 7.2. The role of context in conceptualisations of organisational culture: existing treatments and a contemporary perspective. 7.3. The role of context in the measurement of organisational culture: current status and new possibilities. 7.4. A proposed contextual approach. 7.5. Using context to understand change. 7.6. Conclusions
Abstract:
Vol. II. pt. four. Exploring method. ch. 8. An exploratory study of organisational culture (Study 1). 8.1. Research rationale and introduction to Study 1. 8.2. The research setting: background information and access. 8.3. Method. 8.4. Data analysis and results. 8.5. Methodological implications of the findings of Study 1. 8.6. Conclusions -- ch. 9. Piloting a prototype method (Study 2). 9.1. Introduction to Study 2. 9.2. Research method. 9.3. Approach to data analysis. 9.4. Results and discussion. 9.5. Overall evaluation of the Study 2 method. 9.6. Conclusions -- pt. five. Analysing context. ch. 10. Towards a refinement of the method (Study 3, part 1). 10.1. Introduction to Study 3. 10.2. Key design features of the revised method. 10.3. Research method. 10.4. Approach to data analysis. 10.5. Format for reporting results. 10.6. Conclusions -- ch. 11. The use of semi-structured interviewing (Study 3, part 2). 11.1. Combining open-ended questions with closed questions or prompts. 11.2. The use of qualitative data to give meaning to quantitative data. 11.3. Conclusions -- ch. 12. The operationalisation of context (Study 3, part 3). 12.1. Organisational culture as context-specific. 12.2. Spontaneous references to contextual domains in responses to questions about the present. 12.3. An introduction to contextual data elicited through specific questioning. 12.4. The past context. 12.5. The future context. 12.6. The other context. 12.7. The ideal context. 12.8. Conclusions -- pt. six. Evaluation and further research. ch. 13. A contextual analysis of organisational culture: evaluation and recommendations for future research. 13.1. Evaluation of the method: key features. 13.2. Evaluation of the method: comparison with extant approaches and practical considerations. 13.3. Suggestions for future research. 13.4. Conclusions -- ch. 14. Developing attributions analysis for assessing organisational culture. 14.1. Overview of approaches to the assessment of organisational culture. 14.2. The case for an attributions analysis approach. 14.3. Introduction to the present analysis. 14.4. The coding framework. 14.5. Results. 14.6. Summary and methodological implications. 14.7. Conclusions
Note:
Includes bibliographical references and indexes
,
Electronic reproduction; System requirements: Adobe Acrobat Reader
DOI:
10.1142/9789812837837
URL:
Access to full text is restricted to subscribers
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