Refining the Displacement of Culture and the Use of Scenes and Themes in Organizational Studies

Morey, Nancy C.; Luthans, Fred

doi:10.5465/amr.1985.4278103

Cited by 45 publications

(23 citation statements)

References 20 publications

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“…0 Basil Blackwell Ltd 1993 Organizational context. Morey and Luthens (1985) call for scenarios to use 'insider language' that would have salience to a participant. Varying key features in this language provide a way to simulate a real decision.…”

Section: The Simulationmentioning

confidence: 99%

Flexible Decision Styles and the Choices of Top Executives

Nutt

1993

J Management Studies

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Managers who have access to several modes of understanding have been described as ideal decision-makers. This article reports on research that explored how flexible styles of decision-making, defined by the number and kinds of accessible modes of understanding, influence the choices of top executives. Instruments were used to measure attitude toward ambiguity and uncertainty and to determine the style of the participating top executives. The participants were asked to evaluate eight capital expansion projects in terms of adoptability and risk. Inferences about decision-making were drawn from these evaluations. The tolerance for ambiguity and uncertainty scores and the adoptability and risk ratings were associated with the participant's style. Top executives with ajexible style who have access to each of the modes of understanding were found to be aggressive decision-makers with a high tolerance for ambiguity and uncertainty.

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Section: The Simulationmentioning

confidence: 99%

Flexible Decision Styles and the Choices of Top Executives

Nutt

1993

J Management Studies

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“…Cultural theme analysis has been widely utilized to examine perception and interpretative processes within organizations (Agar, 1979;Spradley, 1979Spradley, , 1980Schall, 1983;Morey & Luthans, 1985;Shockley-Zalabak & Morley, 1989;Morley & Shockley-Zalabak, 1991;Shockley-Zalabak & Morley, 1994). Morey and Luthans (1985) define themes as, &dquo;recurrent and important principles occurring in a number of cultural domains.…”

mentioning

confidence: 99%

“…Morey and Luthans (1985) define themes as, &dquo;recurrent and important principles occurring in a number of cultural domains. Themes are used in this sense to link subsystems of cultural meaning because they are assertions of high generality that apply to a number of situations.…”

mentioning

confidence: 99%

“…The study of themes would be especially useful for analyzing organizations 'as if' (metaphorically) they were cultural systems&dquo; (p. 224). Morey and Luthans (1985) propose that cultural themes reflect beliefs about the realities of interpersonal relations within organizations and can be used to examine the congruence of the organization with the broader environment as well as to establish the homogeneity or heterogeneity of its members.…”

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confidence: 99%

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Organizational Communication and Culture: A Study of 10 Italian High- Technology Companies

Morley¹,

Shockley‐Zalabak²,

Cesaria³

1997

Journal of Business Communication

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Instituto RSOAn important contribution of this research is the testing in international environments of communication and culture models previously developed within U.S.A. high-technology organizations. Specifically, this research demonstrates that relationships among organizational culture themes, employee values, organizational communication activities, and perceptions of a variety of organizational outcomes are similar but not identical for U.S.A. and European hightechnology organizations. Secondly, the research extends previous work by identifying cultural dimensions that are related to a variety of communication processes.

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“…Disagreements exist about the aspects of organizational culture and how culture can be meaningfully studied (Deetz, 1988;DeWine, 1988;Pilotta, Widman, & Jasko, 1988). Morey and Luthans (1985), while acknowledging definitional and conceptual difficulties as the concept of culture is displaced through metaphor and analogy from anthropology to the disciplines of organizational study, suggest that certain attributes of culture are particularly relevant for organizational research:…”

Section: Introductionmentioning

confidence: 99%

Creating a Culture

Shockley‐Zalabak

Morley

1994

Human Communication Research

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This research provides an examination of management and employee values as influential for organizational rule formation, that is, cultural theme formation. Specifically, the research demonstrates that management and employee values and management and employee perceptions oforganizational rules are related over time and that the direction of that relationship can be specified. %findings indicate that management values are directly related to employee values but indirectly influence the evolution of organizational rules. Additionally, thefindings support the interactional nature of managementlemployee relationships. Finally, this research provides evidence of rule emergence based on management and employee values and underscores the importance of communication-receiving activities for knowledge of rule emergence and a variety of organizational and work satisfactions.

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Refining the Displacement of Culture and the Use of Scenes and Themes in Organizational Studies

Cited by 45 publications

References 20 publications

Flexible Decision Styles and the Choices of Top Executives

Flexible Decision Styles and the Choices of Top Executives

Organizational Communication and Culture: A Study of 10 Italian High- Technology Companies

Creating a Culture

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