3 Culture of society in management
3.1 Comparative cross-cultural studies
3.2 Significance of cultural circles
3.3 The cultural conditions of competitiveness
3.5 Modern consumerist culture
4 Culture and organisational culture from the neoevolutionary perspective
4.1 Neoevolutionism in management science
4.2 Culture from the neoevolutionary perspective
4.4 The evolutionary roots of organisational culture
4.5 Neoevolutionism and other paradigms in cultural research
5 The interpretative understanding of culture in management
5.1 A description of the interpretative-symbolic paradigm
5.2 Concepts of symbolic interactionism in management
2 The organisational process understood as building a social agreement
3 The cognitive role of language
5 Management as a symbolic activity
6 Qualitative methodology of the IS paradigm
5.3 Interpretative vision of culture in management
5.4 Organisation identity and organisational culture
6 The radical vision of culture in management
6.1 Critical management studies
6.2 The critical understanding of organisational culture
6.3 Emancipation aims of cultural criticism
1 Democratisation of organisations
2 Rejection of violence through reflection of the culture
3 Methods which emancipate marginalised groups in organisations
4 Popularisation of emancipation culture
6 Methodology of the critical research into culture
7 Critical methodological pluralism
8 Critical organisational culture
9 Development of humanist management projects through the radicalisation of methods
6.4 Limitations of the critical current in management
7 The cultural changeability of organisations
7.1 Cultural conditions of organisational changes
7.2 Functionalist changed in culture
7.3 Interpretative approach to cultural changes
7.4 Emancipatory cultural changes
7.5 The metaphorical research method in organisational culture
New Horizons in Management Sciences
Edited by Lukasz Sulkowski
Scientific Board:
Prof. Dr. German Chavez
Prof. Dr. Marcela Rebeca Contreras Loera
Prof. Dr. hab. Natalia Czuchraj
Prof. Dr. Geoff Goldman
Prof. Dr. hab. Barbara Kozuch
Prof. Dr. Claude Martin
Prof. Dr. Thomas P. Massey
Prof. Dr. hab. Bogdan Nogalski
Prof. Dr. hab. Roman Patora
Prof. Dr. Americo Salvidar
Prof. Dr. hab. Kazimierz Zimniewicz
Volume 11
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Culture in management is an important issue, and one that is still open, from both theoretical and practical points of view. Its essence lies in its significance to the functioning of an organisation as a whole. Culture is a universal medium, in which people act and organisations are submerged. It is a basis for all processes, such as communication, the exercise of power and valuation in the world of people and organisations. Culture, however, also remains an open and ambiguous phenomenon.
I began my research into cultural issues in management 20 years ago. Back then I assumed a functionalist approach, as I believed it to be the most mature stream of research, allowing for operationalisation of the notion of organisational culture. However, it turned out that an alternative approach to functionalism was developing more dynamically, and even completely new cognitive perspectives then appeared. Most of all, a number of concepts which make use of interpretative assumptions were created, which understand