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Abstract
This paper describes and critiques organizational culture studies done in industrial settings, some of which were based on anthropological paradigms, including the structural-functional and configurationist holistic paradigms. Most failed to explore multiple "native" views. In this paper, a multicultural model is proposed for large organizations, and problems of "cross-cultural" contact are described. Native-view paradigms from anthropology, especially ethnoscience ethnography, are recommended for exploring multiple perspectives in detail. An illustration from a recent study of "Silicon Valley" technical professionals' "native" views is presented to demonstrate how ethnoscience methods, in particular, can be applied to the task of studying culture.
Journal Information
Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to organization theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economics, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, as well as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional feature is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to organization studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and critical perspectives on organizational control.
Publisher Information
Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com
What is Culture?
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Edward B. Tylor (1832-1917) |
The word culture
Culture is a powerful human tool for survival, but it is a fragile phenomenon. It is constantly changing and easily lost because it exists only in our minds. Our written languages, governments, buildings, and other man-made things are merely the products of culture. They are not culture in themselves. For this reason, archaeologists can not dig up culture directly in their excavations. The broken pots and other artifacts of ancient people that they uncover are only material remains that reflect cultural patterns--they are things that were made and used through cultural knowledge and skills.
Layers of Culture
There are very likely three layers or levels of culture that are part of your learned behavior patterns and perceptions. Most obviously is the body of cultural traditions that distinguish your specific society. When people speak of Italian, Samoan, or Japanese culture, they are referring to the shared language, traditions, and beliefs that set each of these peoples apart from others. In most cases, those who share your culture do so because they acquired it as they were raised by parents and other family members who have it.
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The second layer of culture that may be part of your identity is a subculture
| These Cuban American women in Miami, Florida have a shared subculture identity that is reinforced through their language, food, and other traditions |
The third layer of culture consists of cultural universals. These are learned behavior patterns that are shared by all of humanity collectively. No matter where people live in the world, they share these universal traits. Examples of such "human cultural" traits include:
1. | communicating with a verbal language consisting of a limited set of sounds and grammatical rules for constructing sentences |
2. | using age and gender to classify people (e.g., teenager, senior citizen, woman, man) |
3. | classifying people based on marriage and descent relationships and having kinship terms to refer to |
4. | raising children in some sort of family setting |
5. | having a sexual division of labor (e.g., men's work versus women's work) |
6. | having a concept of privacy |
7. | having rules to regulate sexual behavior |
8. | distinguishing between good and bad behavior |
9. | having some sort of body ornamentation |
10. | making jokes and playing games |
11. | having art |
12. | having some sort of leadership roles for the implementation of community decisions |
While all cultures have these and possibly many other universal traits, different cultures have developed their own specific ways of carrying out or expressing them. For instance, people in deaf subcultures frequently use their hands to communicate with sign language instead of verbal language. However, sign languages have grammatical rules just as verbal ones do.
Culture and Society
Culture and society
While human societies and cultures are not the same thing, they are inextricably connected because culture is created and transmitted to others in a society. Cultures are not the product of lone individuals. They are the continuously evolving products of people interacting with each other. Cultural patterns such as language and politics make no sense except in terms of the interaction of people. If you were the only human on earth, there would be no need for language or government.