Joanne Martin is Professor of Organizational Behavior at the Graduate School of Business and also, by courtesy,
in the Department of Sociology at Stanford University. Author or co-author of four books and numerous articles,
she has served as Chair of the Organization and Management Theory Division and as a member of the Board of Governors
of the Academy of Management, and is a fellow both of the American Psychological Society and of the American Psychological
Association.
Summary
Despite the surge of interest over the last decade in cultural phenomena in organizations, researchers of widely
differing disciplinary backgrounds, epistemologies, methodological preferences, and political ideologies continue
to disagree about fundamental issues - with good reason. Consolidating a diverse array of theoretical and empirical
studies into an analytical framework that clarifies and challenges the assumptions that have guided organizational
culture research, this pathbreaking book delineates three competing perspectives and offers a way out of the conceptual
chaos caused by conflicts among these viewpoints. This analysis acknowledges incommensurabilities without creating
pressures toward assimilation, while offering insights unavailable to any single perspective. Exploring links to
major intellectual developments (postmodernism, feminist theory, environmental dependence) within and outside of
organizational theory, Cultures in Organizations brings a critical, interdisciplinary perspective to the field.
This theoretical approach has an extensive empirical base, drawing on studies of a wide variety of organizations,
including a large multi-national electronics corporation, the Peace Corps, universities, small non-profit organizations,
and several large and small private-sector companies. By alternating between theoretical abstractions and studies
of particular organizations, Joanne Martin delineates and bridges divergent approaches to the study of cultures
in organizations, offering a breadth and an openness to multiple viewpoints not available elsewhere.
Table of Contents
1. Seeing Cultures from Different Points of View
2. Gathering the Data
3. OZCO: An Integration View
4. The Integration Perspective: Harmony and Homogeneity
5. OZCO: A Differentiation view
6. The Differentiation perspective: Separation and Conflict
7. OZCO: A Fragmentation View
8. The Fragmentation perspective: Multiplicity and Flux
9. Cultural Change: Moving beyond a Single Perspective
10. Giving Up the Authority Game: A Postmodern Critique of the Three-perspective Framework
