Culture and subcultures: an analysis of organizational knowledge.
This study investigated the potential existence and formation of subcultures in organizations, using an inductive research methodology to study the extent to which four different types of knowledge were shared by organization members. Fifty-two interviews were conducted in three different divisions...
| Publicado en: | Administrative Science Quarterly Vol. 37; pp. 140 - 162 |
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| Formato: | Artículo |
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Administrative Science Quarterly
March 1992
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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=508416385&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 508416385 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00018392 ASQ jtl: Administrative Science Quarterly issn: 00018392 maglogo: N pubinfo: dt: March 1992 vid: 37 pid: 224 pub: Administrative Science Quarterly artinfo: ui: 508416385 10.2307/2393536 ppf: 140 ppct: 22 formats: fmt: – @attributes: type: T – @attributes: type: P size: 1.4MB tig: atl: Culture and subcultures: an analysis of organizational knowledge. aug: au: Sackmann, Sonja A. su: Corporate culture Institutional environment sug: subj: Corporate culture Institutional environment keyword: Organizational climate ab: This study investigated the potential existence and formation of subcultures in organizations, using an inductive research methodology to study the extent to which four different types of knowledge were shared by organization members. Fifty-two interviews were conducted in three different divisions of the same firm. These were content-analyzed and compared with data obtained from observations and written documents. A number of cultural subgroupings were found to exist in regard to two kinds of cultural knowledge, while an organization-wide cultural overlay was identified for a different kind of cultural knowledge. The implications for the concept of culture in organizational settings and future research on this topic are discussed. 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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