The Many Faces of Culture: Making Sense of 30 Years of Research on Culture in Organization Studies

Giorgi, Simona; Lockwood, Christi; Glynn, Mary Ann

doi:10.5465/19416520.2015.1007645

Cited by 213 publications

(157 citation statements)

References 247 publications

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“…Instead, this research draws attention to "cultural making, " or the extent to which culture is both a medium (a "deploying") and outcome (a "making") of entrepreneurial action. At the same time, this emerging scholarship brings renewed attention to the "many faces" of culture (for a review, see Giorgi, Lockwood, & Glynn, 2015), drawing on diverse conceptions of culture, ranging from frames and values to toolkits and categories. Thus, CE 3.0 both extends and elaborates core elements of CE 2.0, while integrating theoretical insights and empirical interests from CE 1.0.…”

Section: Cultural Entrepreneurship 30: Cultural Makingmentioning

confidence: 99%

“…By comparison, emerging research from CE 3.0 seems to relax such assumptions. Instead, there is an interest in understanding how entrepreneurial action can create value across multiple repertoires and registers of meaning, and how such cultural meanings emerge and transform (Giorgi et al, 2015).…”

Section: Embracing the Multiplicity And Fluidity Of Cultural Meaningsmentioning

confidence: 99%

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Cultural entrepreneurship: from making culture to cultural making

2017

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Section: Cultural Entrepreneurship 30: Cultural Makingmentioning

confidence: 99%

Section: Embracing the Multiplicity And Fluidity Of Cultural Meaningsmentioning

confidence: 99%

Cultural entrepreneurship: from making culture to cultural making

2017

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“…However, the understanding of culture has evolved significantly over time. Contemporary research has conceptualized culture as values, stories, frames, toolkits or categories (Giorgi, Lockwood & Glynn, 2015). For the purposes of this article, we adopt the view of culture as a set of values that are shared in a given social group and distinguish this group from others (Schwartz, 2014).…”

Section: Kirkman Lowe and Gibson's 2006mentioning

confidence: 99%

An overview of Hofstede-inspired country-level culture research in international business since 2006

2016

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(2006) impact on the field. Our review shows that their ideas have informed and inspired their own and other scholars' work and have led to significant progress in the way in which Hofstede's framework has been used in international business in the last decade. Here, we specifically focus on the country-level culture studies and assess how research has implemented Kirkman et al.'s three main recommendations -to explore cultural dimensions beyond those introduced by Hofstede, to distinguish between country effects and cultural effects, and to show not only if culture matters but also how much it matters. In addition to the overview, we provide a comprehensive test of these recommendations showing how they can be put into research practice underscoring the theoretical and empirical relevance of the original 2006 article. Our commentary concludes with additional ideas on further strengthening Hofstede-inspired research at the country level of analysis.

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“…Based on the studies around cultural practice, it can be said that the practices -or how things are done -are connected to the cultural processes, because they are the ones that guide the action and provide basis to understand world (Giorgi, Lockwood, & Glynn, 2015). Broadly speaking, the practices refer to the daily activities which are generally unconscious and automatic (Swidler, 2001).…”

Section: From Leadership As Practice To Leadership As Cultural Practicementioning

confidence: 99%

Leadership as Cultural Practice

Vilas-Boas¹,

Davel

Bispo

2018

RAM, Rev. Adm. Mackenzie

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It is not allowed the use for commercial purposes. Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. This is an open-access article distributed under the terms of the Creative Commons Attribution License. OTACÍLIO TORRES VILAS-BOASTribunal Regional do Trabalho da 2ª Região, Salvador, Bahia, Brazil. EDUARDO PAES BARRETO DAVELUniversidade Federal da Bahia, Salvador, Bahia, Brazil. MARCELO DE SOUZA BISPOUniversidade Federal da Paraíba, João Pessoa, Paraíba, Brazil. ABSTRACT Objective: This article proposes the study of leadership as cultural practice, adding the cultural dimension to research on leadership as practice. Originality/Value: While the advances of practice-based studies are considerable in organizational learning and strategy, research on leadership as practice is scarce. Within the field of leadership as practice, in which no research has integrated the cultural dimension, this article formulates and discusses leadership as cultural practice, because it understands that culture is a fundamental element in not only orienting how organizational practices are constructed, but also in how leaders make and base their decisions, as well as act and interact. Design/methodology/approach: The first step of this research is the review of the studies on leadership as practice. The second is to bring these studies closer to those dealing with cultural leadership and culture as practice. The third step is to discuss the implications of the proposal of leadership as cultural practice. Findings:The results of the research allow to enlarge and improve the study of leadership, considering it not only as practice, but also as cultural practice. Implications for future research are discussed.

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The Many Faces of Culture: Making Sense of 30 Years of Research on Culture in Organization Studies

Cited by 213 publications

References 247 publications

Cultural entrepreneurship: from making culture to cultural making

Cultural entrepreneurship: from making culture to cultural making

An overview of Hofstede-inspired country-level culture research in international business since 2006

Leadership as Cultural Practice

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