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From the same journal

On Reading Organisational Culture

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On Reading Organisational Culture. / Linstead, Stephen Andrew; Grafton Small, R.

In: Organization Studies, Vol. 13, No. 3, 07.1992, p. 331-355.

Research output: Contribution to journalArticlepeer-review

Harvard

Linstead, SA & Grafton Small, R 1992, 'On Reading Organisational Culture', Organization Studies, vol. 13, no. 3, pp. 331-355. https://doi.org/10.1177/017084069201300302

APA

Linstead, S. A., & Grafton Small, R. (1992). On Reading Organisational Culture. Organization Studies, 13(3), 331-355. https://doi.org/10.1177/017084069201300302

Vancouver

Linstead SA, Grafton Small R. On Reading Organisational Culture. Organization Studies. 1992 Jul;13(3):331-355. https://doi.org/10.1177/017084069201300302

Author

Linstead, Stephen Andrew ; Grafton Small, R. / On Reading Organisational Culture. In: Organization Studies. 1992 ; Vol. 13, No. 3. pp. 331-355.

Bibtex - Download

@article{2f2f0471a9ca42558188678c6fe78a6e,
title = "On Reading Organisational Culture",
abstract = "The study of organizational cultures has been dominated by an interpretative approach which has emphasized the production of culture at the expense of the creativity shown by the consumers of cuiture, organizational members. 'Corpor ate culture' is distinguished from 'workplace' or 'organizational' cultures, and a number of other problems emerging within the literature are identified. These are presented as organizational culture versus cultural organization; cultural plurali ties ; rationality and the irrational; common knowledge and its constitution; power and ideology; and individualism and subjectivity. It is then argued, after a detailed discussion of concepts drawn primarily from a close reading of the work of Jacques Derrida, that a postmodern approach to organizational culture would recast the problems in terms of a revised conceptualization of subjectivity, and would formulate culture as paradox, otherness, seduction, and discourse. This would entail studying the 'bricolage' of organizational members within the 'microphysics' of what de Certeau calls the 'tactics of everyday practice'.",
author = "Linstead, {Stephen Andrew} and {Grafton Small}, R.",
year = "1992",
month = jul,
doi = "10.1177/017084069201300302",
language = "English",
volume = "13",
pages = "331--355",
journal = "Organization Studies",
issn = "0170-8406",
publisher = "SAGE Publications Ltd",
number = "3",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - On Reading Organisational Culture

AU - Linstead, Stephen Andrew

AU - Grafton Small, R.

PY - 1992/7

Y1 - 1992/7

N2 - The study of organizational cultures has been dominated by an interpretative approach which has emphasized the production of culture at the expense of the creativity shown by the consumers of cuiture, organizational members. 'Corpor ate culture' is distinguished from 'workplace' or 'organizational' cultures, and a number of other problems emerging within the literature are identified. These are presented as organizational culture versus cultural organization; cultural plurali ties ; rationality and the irrational; common knowledge and its constitution; power and ideology; and individualism and subjectivity. It is then argued, after a detailed discussion of concepts drawn primarily from a close reading of the work of Jacques Derrida, that a postmodern approach to organizational culture would recast the problems in terms of a revised conceptualization of subjectivity, and would formulate culture as paradox, otherness, seduction, and discourse. This would entail studying the 'bricolage' of organizational members within the 'microphysics' of what de Certeau calls the 'tactics of everyday practice'.

AB - The study of organizational cultures has been dominated by an interpretative approach which has emphasized the production of culture at the expense of the creativity shown by the consumers of cuiture, organizational members. 'Corpor ate culture' is distinguished from 'workplace' or 'organizational' cultures, and a number of other problems emerging within the literature are identified. These are presented as organizational culture versus cultural organization; cultural plurali ties ; rationality and the irrational; common knowledge and its constitution; power and ideology; and individualism and subjectivity. It is then argued, after a detailed discussion of concepts drawn primarily from a close reading of the work of Jacques Derrida, that a postmodern approach to organizational culture would recast the problems in terms of a revised conceptualization of subjectivity, and would formulate culture as paradox, otherness, seduction, and discourse. This would entail studying the 'bricolage' of organizational members within the 'microphysics' of what de Certeau calls the 'tactics of everyday practice'.

U2 - 10.1177/017084069201300302

DO - 10.1177/017084069201300302

M3 - Article

VL - 13

SP - 331

EP - 355

JO - Organization Studies

JF - Organization Studies

SN - 0170-8406

IS - 3

ER -