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| 001 | 5120610424710 | ||
| 003 | OSt | ||
| 005 | 20191018062531.0 | ||
| 008 | 051206s2005 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aPHILIP, George _922473 |
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| 245 | 1 | 0 |
_aBusiness Transformation and Organizational Culture : _bthe role of competency, IS and TQM |
| 260 |
_aOxford : _bPergamon, _cDecember 2004 |
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| 520 | 3 | _aThe broad aim of this paper is to examine the contribution which anthropology can make in the study of organizational culture and more specifically, in examining the relationship between culture and business transformation. In the 1970s, Mary Douglas, the world renowned British anthropologist, put forward the cultural theory of grid and group (G/G) which identified four distinct cultural typologies to define the position of an individual within a society. This model, which was developed originally to make a study of the social anthropology of religion among primitive African tribes, has more recently been used variously to describe many aspects of culture; however much less effort has been put into relating it to business organizations and in particular examining the role of organizational culture in business transformation. This is surprising given that cultural concepts have their roots in social anthropology. Since business transformation is primarily about fundamental changes in organizational culture, the purpose of this article is to argue that Douglass theory provides an effective framework for analyzing and understanding the cultural changes which are necessary for successful organizational transformation. This is demonstrated by applying it to a major case study of an engineering/aerospace company in the UK. The cultural changes have been brought about through a range of strategies such as the development of managerial and organizational competencies, information systems, and quality management practices. It is a significant case study in that the organization has undergone radical transformation and secondly the transformation has been highly successful. An attempt is also made to compare the G/G model with other models including an examination of the wider applications of the model in the practice of management. The limitations and pitfalls of applying a cultural typology approach to organizational analysis are also briefly considered | |
| 650 | 4 |
_aTransformação do Negócio _922474 |
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| 650 | 4 |
_aComportamento Organizacional _912914 |
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| 650 | 4 |
_aTeoria Cultural _922475 |
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| 650 | 4 |
_aGridgroup theory _922476 |
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| 650 | 4 |
_aSistema de Informação _912238 |
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| 650 | 4 |
_aTQM _916941 |
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| 650 | 4 |
_912105 _a Competência |
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| 650 | 4 |
_aAntropologia _912777 |
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| 700 | 1 |
_aMCKEOWN, Ian _922477 |
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| 773 | 0 | 8 |
_tEuropean Management Journal _g22, 6, p. 624-636 _dOxford : Pergamon, December 2004 _xISSN 0263-2373 _w |
| 942 | _cS | ||
| 998 |
_a20051206 _b1042^b _cTiago |
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| 998 |
_a20130716 _b0922^b _ckarina |
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| 999 |
_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c14166 _d14166 |
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| 041 | _aeng | ||