The Third Management Dimension -- General Theory of Organizational Culture Management

Author: Wei Wenbin
Publisher:
Publish Date: 2006-04-06
Features: This book is the first to propose the culturalist paradigm as the third dimension of management paradigm following the scientistic paradigm and humanistic paradigm. It not only explores the basic theories of organizational culture management but also provides a new perspective for explaining human management behavior, contributing to the development of management culture studies. The content discussed in each chapter includes:
Chapter 1, The Cultural Turn in Management Paradigms. This is an introductory chapter and serves as the overall outline of the book. It summarizes the scientistic paradigm, humanistic paradigm, and culturalist paradigm of management, as well as their dimensions, and for the first time proposes the culturalist paradigm dimension. It points out that this cultural turn in management not only profoundly influences the methodology of management research but also represents another major transformation in the paradigm of management.
Chapter 2, Cultural Models, Cultural Differences, and Organizational Culture. The study of organizational culture involves numerous disciplines, with its theoretical foundation primarily in anthropology and sociology. This chapter summarizes the influence of cultural anthropology on the study of organizational culture.
Chapter 3, The Formation and Development of Corporate Culture Theory. In the early 1980s, Western management practice and academia experienced a surge in corporate culture research, challenging traditional management theories by emphasizing the cultural factors and role of culture in business management. This chapter outlines the historical background of corporate culture formation and its theoretical landmarks, and on this basis, summarizes the structure and function of corporate culture, clearly identifying corporate culture as a key element in an organization's success.
Chapter 4, The Cultural Dimension of Cross-Border Management. With the acceleration of global economic integration and the advent of the era of globalized business operations and informatization, how to overcome conflicts between heterogeneous cultures in cross-cultural contexts and improve management performance in different cultural environments have become key issues in comparative management research and cross-cultural management. This chapter analyzes the era-specific characteristics of the rise of cross-cultural management, outlines the main theoretical perspectives of cross-cultural management, and focuses on introducing Hofstede's cultural dimensions theory. It emphasizes that national cultural differences are the fundamental reasons for the differences in management models across different countries, using the United States, Japan, and China as typical examples to analyze their respective management models centered on "law," "reason," and "emotion."
Chapter 5, The Levels, Elements, and Types of Organizational Culture. Organizational culture is a rich, multi-level, and multi-element system. This chapter briefly introduces Schein's organizational culture model theory and Louis's cultural level structure theory, outlining the basic elements of organizational culture and three typical organizational culture classification methods.
Chapter 6, The Construction, Maintenance, and Transformation of Organizational Culture. Organizational culture does not arise in isolation; it has a process of construction, maintenance, and transformation. This chapter analyzes the important role of organizational founders and institutionalization in the formation of organizational culture, discusses the construction goals, stages, and methods of organizational culture management models, and on this basis, summarizes the general patterns of organizational culture formation.
Chapter 7, Organizational Culture Conflict and Cultural Integration. Organizational culture is the crystallization of the fusion of the organization and culture. This integration process is not completed in a static, frictionless state but is driven by dynamic contradictions and conflicts.
Chapter 8, Postmodern Culture and Cultural Management Strategy. The postmodern cultural trend is one of the most significant cultural phenomena in Western culture in the 20th century, forming an ideological and cultural paradigm that converges various forms of postmodern discourse. One of its key characteristics is the creation of a comprehensive perspective that integrates multiple disciplines and dimensions, directly influencing the transformation of management. Through the discussion of the above content, the book concludes by emphasizing that management culture studies are a product of the intersection and integration of culture and management. It proposes for the first time that management culture studies are a new branch of management studies and predicts that future management theory and practice will further move toward integration under the culturalist paradigm, thereby achieving a higher level of complementarity and integration between scientific management and behavioral management.