By D. Douglas Caulkins, Ann T. Jordan
The 1st entire consultant to anthropological reviews of advanced organizations• bargains the 1st complete connection with the anthropological learn of advanced organizations
• info how organizational thought and study in enterprise has followed anthropology’s key notion of tradition, inspiring new insights into organizational dynamics and development
• Highlights pioneering theoretical views starting from symbolic and semiotic ways to neuroscientific frameworks for learning modern organizations
• Addresses the comparative and cross-cultural dimensions of firm enterprises and of non-governmental agencies operating within the globalizing economy
• subject matters lined contain organizational dynamics, entrepreneurship, innovation, social networks, cognitive types and workforce construction, organizational dysfunctions, worldwide networked agencies, NGOs, unions, digital groups, company tradition and social responsibility
• provides a physique of labor that displays the breadth and intensity of the sector of organizational anthropology and makes the case for the significance of the sphere within the anthropology of the twenty-first century
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Additional info for A Companion to Organizational Anthropology (Wiley Blackwell Companions to Anthropology)
EXPANDING THE FIELD OF ORGANIZATIONAL ANTHROPOLOGY 17 Connolly (see Chapter 5, Neurological Model of Organizational Culture), on the other hand, is interested in continuing the study of organizational culture but learning to understand culture through neuroscience. How do humans actually learn and share cultural meanings? How are individual agency, collective meaning dissemination, and institutional outcomes actually linked? In an attempt to answer these questions, she studies the neurological processes in the brain to determine what happens when a person perceives what they see as reality, as meaningful.
Collins’s research approach is empirical, focusing on major corporations that have been successful over a long period of time which he then studies in detail to ﬁnd what they have in common (Collins 2001). The commonalities are loosely woven into a theoretical framework which features a “culture of discipline” as the key feature. Collins suggests that the culture of bureaucracy (Weber 1947) is the wrong culture for a sustainable organization. He rejects the hierarchical model and endorses an organizational culture of discipline and of entrepreneurship.
Good to Great and the Social Sector. Boulder, CO: Jim Collins. Collins, J. and Porras, J. (1994). Built to Last: Successful Habits of Visionary Companies. New York: HarperCollins. L. A. (1991). Middle management and quality control: strategies for obstructionism. Human Organization, 50, 61–65. V. (2010). Intel’s cultural anthropologist. htm (accessed Sept. 21, 2010). Cross, M. and Payne, G. (eds), (1991). Work and the Enterprise Culture. London, UK: The Falmer Press. , and Wilkinson, S. (2009).
A Companion to Organizational Anthropology (Wiley Blackwell Companions to Anthropology) by D. Douglas Caulkins, Ann T. Jordan