7.1 (Martin and Siehl 1983)
Culture:
- based on history, members can behave and expected to behave
- help construct common value for employees.
- control mechanisms which dictate patterns of behavior
culture can hardly be under control, not monolithic phenomenon
3 levels of culture:
- basic assumptions
- values/ideology
- artifacts (e.g., stories, rituals, dress): express values
- management practices (e.g., training program).
Types of subcultures:
- enhancing: same position
- orthogonal: unrelated position
- counterculture: opposite position: “most likely to arise in a strongly centralized institution that has permitted significant decentralization of authority to occur” (e.g., GM’s culture: team players, loyalty, “refrigerator story”), balancing act must be taken to manage counter culture and dominant culture
References
Martin, Joanne, and Caren Siehl. 1983. “Organizational Culture and Counterculture: An Uneasy Symbiosis.” Organizational Dynamics 12 (2): 52–64. https://doi.org/10.1016/0090-2616(83)90033-5.