Cultural theory and contemporary management organization.
Mary Douglas's cultural theory of grid and group provides a framework for the description of three distinct cultural types corresponding to three logics for the legitimation of collectivity and collective coercion. Each type is distinguished by characteristic structures of classification, power, an...
| Publicado en: | Human Relations Vol. 52; no. 5; pp. 557 - 578 |
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| Formato: | Artículo |
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Sage Publications, Ltd.
May 1999
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=507629223&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 507629223 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00187267 HRL jtl: Human Relations issn: 00187267 maglogo: N pubinfo: dt: May 1999 vid: 52 iid: 5 pid: 2171 pub: Sage Publications, Ltd. artinfo: ui: 507629223 10.1177/001872679905200501 ppf: 557 ppct: 21 formats: tig: atl: Cultural theory and contemporary management organization. aug: au: Hendry, John su: Douglas, Mary, 1921-2007 Corporate culture Business anthropology Multiculturalism Organization Philosophy sug: subj: Corporate culture Business anthropology Multiculturalism Organization Philosophy Douglas, Mary, 1921-2007 ab: Mary Douglas's cultural theory of grid and group provides a framework for the description of three distinct cultural types corresponding to three logics for the legitimation of collectivity and collective coercion. Each type is distinguished by characteristic structures of classification, power, and moral order operating at the individual cognitive level. In this paper, the theory is used to illuminate some of the major developments in the structuring of business organizations in the late twentieth century, including the introduction of matrix, project and network organizations, the focus on de-layering, downsizing and outsourcing, and the emergence of concerns with cultural control, organizational learning, and core competence. The problems arising from these developments are discussed in terms of an unresolved conflict between the cognitive frameworks of two of Douglas's cultural types, market, and hierarchy. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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