2011
DOI: 10.1287/orsc.1100.0632
|View full text |Cite
|
Sign up to set email alerts
|

The Cultural Construction of Organizational Life: Introduction to the Special Issue

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

5
138
0
3

Year Published

2013
2013
2022
2022

Publication Types

Select...
9
1

Relationship

0
10

Authors

Journals

citations
Cited by 177 publications
(146 citation statements)
references
References 79 publications
5
138
0
3
Order By: Relevance
“…Scholars of organizational culture have sounded the call to further understand the social conditions under which interest-oriented action is generated (Spillman & Strand, 2013) and how culture is shared and interpreted across organizational boundaries (Weber & Dacin, 2011). We suggest that TA scholars are especially well situated to pursue this research.…”
Section: Culture and Interestmentioning
confidence: 93%
“…Scholars of organizational culture have sounded the call to further understand the social conditions under which interest-oriented action is generated (Spillman & Strand, 2013) and how culture is shared and interpreted across organizational boundaries (Weber & Dacin, 2011). We suggest that TA scholars are especially well situated to pursue this research.…”
Section: Culture and Interestmentioning
confidence: 93%
“…As part of the cultural turn within the field of management and organization studies (Weber & Dacin, 2011), Lounsbury and Glynn (2001) inaugurated a second approach to cultural entrepreneurship. They built on Swidler's (1986) conception of culture "as a flexible set of tools that can be actively and strategically created and deployed as actors struggle to make sense of the world" (Lounsbury & Glynn, 2001, p. 549; see also Rao, 1994).…”
Section: Cultural Entrepreneurship 20: Deploying Culturementioning
confidence: 99%
“…That is, neither micro-level cultural dynamics-the ways individuals acquire, utilize and mutate their cultural assumptions and habits-nor macro-level cultural dynamics-the ways in which cultural practices and institutions spread and change over time-lend themselves to explanations in terms of self-replicating systems of private value orientations (Morris, Chiu, & Liu, 2015;Weber & Dacin, 2011). Just as globalization has oriented academics toward questions of cultural dynamics, these questions have become equally pressing for practitioners-managers are called upon to acquire new cultural proficiencies and deploy them in contextually sensitive ways (Morris, Savani, Mor, & Cho, 2014) while leaders are challenged to understand and orchestrate collective-level changes in the cultures of corporations, industries and communities (Kotter & Heskett, 1992;O'Reilly, Caldwell, Chatman, & Doerr, 2014;Sturman, Shao, & Katz, 2012 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).…”
Section: Introductionmentioning
confidence: 99%