When the Lord builds the house: An autoethnographic account of working in an evangelical for-profit organizational culture

Anderson, Lindsey B.

doi:10.1080/14759551.2016.1174934

Cited by 9 publications

(2 citation statements)

References 33 publications

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“…Various similarities between discourses on organisation, management and leadership, on the one hand, and religion, on the other, have previously been analysed (Ackers and Preston, 1997;Anderson, 2018;Grint, 2010;Miscione, 2015;S ´liwa et al, 2013;Spoelstra, 2017;Styhre, 2014;Tracey, 2012). In this paper we use Geertz's concepts as analytical tools and do not claim that the programme under analysis is religious.…”

Section: Analytical Approachmentioning

confidence: 99%

The deep organisation: The organisational view in a public management and leadership development programme

Knudsen

Larsson

2021

Teaching Public Administration

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This article studies the organisational view inherent in a public management and leadership development programme. Organisational views are important to study as they guide and frame the actions of the members of the organisation. In the management and leadership development programme under investigation the organisational view was a linguistic-discursive representation that was empirically inept, but which nevertheless was offered as a guide to the managers. Inspired by Clifford Geertz’s notion of religion we suggest conceptualising the presented organisational view as the deep organisation. The analysis contributes to the literature on public management and leadership development programmes by calling attention to the implicit concepts of organisation that on the one hand provide managers with the motivation and authority to carry out their daily ordering of the constantly fluctuating empirical organisation, while to some extent making managers immune to experience-based learning on the other. The notion of the deep organisation expands our understanding of the layered nature of assumptions about organisations, through which seeming contradictions can be handled. In the discussion we outline three important implications of the analysed organisational view.

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Section: Analytical Approachmentioning

confidence: 99%

The deep organisation: The organisational view in a public management and leadership development programme

Knudsen

Larsson

2021

Teaching Public Administration

View full text Add to dashboard Cite

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“…Article [31] The influence of organizational culture and climate on the services provided by healthcare institutions is studied. It is noted that the degree of concordance between administrators and clinicians in their reports of organizational culture and climate may have implications for research design, inferences and organizational intervention Article [32] Organizational culture and climate studies and the role of the national culture are discussed.…”

Section: Document Type Sourcementioning

confidence: 99%

Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have?

Vveinhardt¹

2018

Organizational Culture

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Exploring the role of communication in the aging in place experience: A quasi-ethnographic account of a local community

Anderson

2020

Communication Monographs

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When the Lord builds the house: An autoethnographic account of working in an evangelical for-profit organizational culture

Cited by 9 publications

References 33 publications

The deep organisation: The organisational view in a public management and leadership development programme

The deep organisation: The organisational view in a public management and leadership development programme

Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have?

Exploring the role of communication in the aging in place experience: A quasi-ethnographic account of a local community

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