Professional Documents
Culture Documents
com/isbn/9780566091940
Creating
and Re-Creating
Corporate
Entrepreneurial
Culture
Alzira Salama
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What is Culture?
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E.B. Tylor, in 1871, was probably the first to use the word culture in English (Laraia
1986, Kroeber and Kluckhohn 1952, Hofstede, Neuijen, Ohayv and Sanders 1990).
He emphasized the human beings capacity to learn and transfer their knowledge
to others. Unlike the biological attributes of mankind, culture is the result of a
learning process. The ideas of continuity, creation, accumulation and transmission
of culture independent of biological heredity were the key issues for Tylor (Kroeber
and Parsons 1958). The anthropologists, Kroeber and Kluckhohn (1952) considered
that, although some aspects of culture are nearly universal (such as child care,
smiling, crying), groups differ culturally according to their specific history and
learning experiences. For example, different cultures, such as the American and
the Japanese, place different emphases on time (Hick and Gullet 1981).
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There are two major schools of anthropology that have influenced the
current concept of culture: the adaptionists and the ideationists. The first
is based on what is directly observable about the members of a community
(speech, language, dress). The latter school prefers to look at what is shared in
the community members minds (aspirations, values, beliefs and other ideas
people have in common). This book deals with corporate culture under these
two perspectives, that is, analysing the directly observable and the values,
beliefs and assumptions of the members of different organizations.
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The concept of culture is usually reserved for societies, but can be applied
equally to other human collectivities: organizations, professions, religions or
families. In a very simple and general way, the current use of the term culture
refers to the specific way of life of a group of people.
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Kroeber and Parsons (1958) tried to explain the confusion among the concepts
of culture and social systems. According to them, for a considerable period,
there was a condensed concept of culture and society. This condensed concept
was perhaps a consequence of Durkheim (1953) speaking of society as meaning
essentially the same thing as Tylor (1871) meant by culture. Nowadays, however,
it is believed that further distinctions need to be made in the use of these two
concepts: culture and social systems. The following paragraphs explain these
differences.
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From all this, I concluded that the distinction between culture and social
systems is a matter of levels of understanding. Systems of social interaction
can be superficially observed and also described. However, they are rooted
in culture, that is, rooted in the transmitted and created patterns of values
and ideas (see Figure 2.1). The image of an iceberg may represent my way of
seeing them:
Social systems: It is like the visible part of the iceberg and it is easy
to observe.
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Figure 2.1
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Jaques (1951) was perhaps the first to use the concept of culture for studying
organizations. He speaks of the superficial level of culture the way of doing
things and relates this to the history of an organization.
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Table 2.1
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Both Sathes (1985) and Scheins (1985) definitions of corporate culture refer
to a hidden part of the iceberg (see Figure 2.1). They both consider culture as
a set of assumptions, often unstated and pre-conscious. For them, in order
to decipher these assumptions, it is not enough to carry on observations
(a technique used by ethnomethodologists): probing interviews are necessary
in order to uncover the assumptions and taken-for-granted values, that is, how
people think instead of just what people do. This is the approach adopted by
this present research book.
The rules of the game for getting along in the organization, the ropes that a
newcomer must learn in order to become an accepted member (p.35).
A system of formal and informal rules that spell out how people ought to
behave most of the time (p.78).
Schein 1985
Sathe 1985
Harrison 1987
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Jaques 1951
The culture of the factory is its customary and traditional way of thinking
and doing of things, which is shared to some degree by all its members, and
which new members must learn, and at least partially accept, in order to be
accepted into service in the firm (p.251).
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Strong links that exist between corporate culture and founders and past
leaders values have been highlighted by different organizational theorists, in
particular, by Schein (1985). Based on his consultancy experience, he concluded
that leaders create and manage corporate cultures. As he states:
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For example, if a company is created with its founders belief that the
way to succeed is either to provide good service to customers or to treat
employees as the organizations major resource or always to sell the
lowest priced product in the market place, and if action based on that
belief succeeds in the market place, then the group will learn to repeat
whatever worked and gradually to accept this as a shared view of how
the world really is, thereby creating its own culture. (p.32)
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Schein (1985) highlights the process of learning culture. He says that people
in organizations repeat what works and give up what does not. He argues:
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Corporate Culture
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National values
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Figure 2.2
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This book analyses one aspect of the process of change within organizations,
namely culture change from a bureaucratic to an entrepreneurial culture.
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That quotation implies that any modification occurring in the way firms
operate will always require new working related values. Thus organizational
change is synonymous with culture change.
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Figure 2.3
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References
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