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Rope Or Elephant’S Tail: Different Frames Of Culture, Vicki Fairbanks Taylor, Nathan Goates
Rope Or Elephant’S Tail: Different Frames Of Culture, Vicki Fairbanks Taylor, Nathan Goates
Organization Management Journal
Using data from participants at a single organization, we employed a three-perspective metatheory to move toward a more comprehensive description of organizational culture and examined how differing theoretical perspectives yield convergent, complementary, or contrary findings. Survey data (n = 124) combined with the results from 19 structured interviews indicated that employees shared consensus around some cultural values, but also suggested the existence of subcultures and general ambiguity around other cultural elements. That is, from an integrative perspective, there was clarity surrounding one set of values; from a differentiation perspective, subcultures existed; and from a fragmentation perspective, there was evidence of …
Beverly Matthews, Russell Clayton, Michael T. Stratton, Mark Julien, John H. Humphreys
Beverly Matthews, Russell Clayton, Michael T. Stratton, Mark Julien, John H. Humphreys
Organization Management Journal
This case describes the difficult challenges facing Beverly Matthews as she returned to the workforce after taking time from paid employment in order to spend time with her two children. She desired a workplace that would give her the flexibility to excel in both the work and family domains. Beverly specifically chose the organization because of its award-winning family-friendly reputation and the positive word of mouth from a friend who worked there. Unfortunately, she has encountered a supervisor whose values conflict with the values of Beverly and the organization. Beverly is contemplating her options as the status quo has become …
Culture Shock: Hiding In Plain Sight—An Experiential Exercise, Mary G. Trefry, Valerie L. Christian
Culture Shock: Hiding In Plain Sight—An Experiential Exercise, Mary G. Trefry, Valerie L. Christian
Organization Management Journal
In Culture Shock, participants explore the potential influence of organizational culture and national culture differences on communication, interaction, and reaching agreement. The role play, with observers, involves two employees from different organizations involved in a strategic alliance who come together to plan an upcoming meeting. Their respective role information instructs them to behave and communicate in ways consistent with their own organization’s culture, which also is affected by national culture. During debriefing discussions afterward participants explore the impact of cultural differences—as well as other kinds of differences—and how employees can more effectively work across organizational cultures and national cultures. Facilitators …