Łukasz Sułkowski
Cultural Reflection in Management
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"Publication is co-financed from grant of University of Social Sciences in Poland"
ISSN 2194-153X
ISBN 978-3-631-64012-8 (Print)
E-ISBN 978-3-653-02218-6 (E-PDF)
E-ISBN 978-3-631-71188-0 (EPUB)
E-ISBN 978-3-631-71189-7 (MOBI)
DOI 10.3726/b16474
© Peter Lang GmbH
Internationaler Verlag der Wissenschaften
Berlin 2020
All rights reserved.
Peter Lang – Berlin ∙ Bern ∙ Bruxelles ∙ New York ∙ Oxford ∙ Warszawa ∙ Wien
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This publication has been peer reviewed.
About the author
Lukasz Sulkowski is a Polish professor of economics and humanities, the president of the Management Board of PCG, Poland (part of international corporation Public Consulting Group), the Chair of HEI’s Management Department at the Faculty of Management and Social Communication of the Jagiellonian University, a professor at Clark University and the Chair of the Management Department at the University of Social Sciences in Lodz, Poland, and the director of Clark University Branch Campus. He participated in several professional, international associations: Reseau PGV (steering committee), IFERA, EURAM, AAofM. He is also the author of ca. 200 papers (ca. 80 Scopus, WoS or JCR) and 16 books. He was the main investigator of 18 research projects. Since 2008, he has been the editor-in-chief of Journal of Intercultural Management. He has received numerous awards from the Rector of the Jagiellonian University in Cracow, Clark University, and the University of Social Sciences. His main research interests are HEI’s and public management, critical management studies, development of human resources, intercultural management, and family enterprises.
About the book
Culture in management is an important issue from both theoretical and practical points of view. Culture is a universal medium, in which people act and organisations are submerged. It is a basis for all processes, such as communication; and it also remains an open and ambiguous phenomenon. This book deals with different visions of culture in management, emphasising epistemological and methodological pluralism, and the need for the development of new, creative concepts of culture. The book presents reflections on the most significant cognitive problems of cultural currents, provides an analysis of well-known and popular functionalist concepts of culture in management and ends with a presentation of less popular perspectives.
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Contents
1 Cultural trend in management
1.1 The development of the cultural trend in management
2 Paradigm of functionalism in organizational culture
2.1 The functionalist understanding of culture in management
2.2 Elements of organisational culture
2.3 Models of organisational culture
2.4 One-dimensional typologies of organisational culture
1 Weak culture – strong culture
2 Positive culture – negative culture
3 Bureaucratic culture – pragmatic culture
4 Introvert culture – extrovert culture
5 Conservative culture – innovative culture
6 Hierarchical culture – egalitarian culture
7 Individualist culture – collectivist culture
2.5 Multidimensional typologies of organisational culture
2.6 A 3D model and typology of organisational culture
3 A high tolerance for uncertainty – a low tolerance for uncertainty
2.7 Functions of organisational culture
2.8 Critical opinions of the functionalist approach to culture in management