STRENGTH IS IGNORANCE; SLAVERY IS FREEDOM: MANAGING CULTURE IN MODERN ORGANIZATIONS*

Journal of Management Studies

Volumn 30, Issue 4, 1993, Pages 515-552

  Willmott, Hugh ^a  

^a UNIVERSITY OF MANCHESTER   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84993028432     PISSN: 00222380     EISSN: 14676486     Source Type: Journal    
DOI: 10.1111/j.1467-6486.1993.tb00315.x     Document Type: Article

References (152)

1. Situated identities and social influence
2. On focus in cultural studies of organizations
3. Organization: From substance to image
4. On the popularity of organizational culture
5. On the idea of emancipation in management and organization studies
6. The paradox of the management of culture or “he who leads is lost”
7. Human resource management: A case of emperor's new clothes
8. Cultures of culture: Academic practitioners and the pragmatics of normative control
9. Organizational culture: Can it be a source of sustained advantage
10. Big brother in America
11. Post‐culture: Is the organizational culture literature dominant but dead
12. Some elements of a sociology of translation: Domestication of the scallops and the fishermen of St. Brieuc Bay
13. A disappointing search for excellence
14. Voting for Ford: Industrial democracy and the control of labour
15. Enterprise culture and the ideology of excellence
16. The cult[ure] of the customer
17. A theory of social comparison processes
18. Cognitive consequences of forced compliance
19. Ideologies and contradictions in a public relations department: the seduction and impotence of living myth
20. Can change in organizational culture really be managed
21. The subject and power
22. Truth and power
23. Personnel management: the end of orthodoxy
24. Human resource management and the American dream
25. Right enough to be dangerously wrong: an analysis of the “In search of excellence” phenomenon
26. The Theory of Communicative Action
27. Anthropological contributions to organizational culture
28. New organizational forms
29. How do you manage a flexible firm? the total quality model
30. Peters and Waterman revisited: the unending quest for excellence
31. Strategy or structure? Capital, labour and control
32. Critical epistemology and the study of organizational culture: Reflections on Street Corner Society
33. From 1984 to One‐Dimensional Man: Critical reflections on Orwell and Marcuse
34. Changing spaces: the disruptive impact of a new epistemological location for the study of management
35. Organizational culture as management strategy
36. Power and subjectivity at work: From degradation to subjugation in work relations
37. Human resource management: a critical analysis
38. Introduction to part 2 “Can organizational culture be managed?”
39. Organizational culture: Origins and weaknesses
40. Bureaucratic structure and personality
41. Governing economic life
42. In search of excellence versus the best 100 companies to work for in America; A question of perspective and values
43. The paradox of “corporate culture”: Reconciling ourselves to socialization
44. Corporate culture: the last frontier of control
45. That's easy for you to say
46. The Theory Z organization from a power‐control perspective
47. Calculable minds and manageable individuals
48. Breakfast at Spiro's: Dramaturgy and dominance
49. Who wants harmonization? Image and reality in single status working
50. Anti‐social actions of committed organizational participants
51. On the psychodynamics of organizational totalitarianism
52. The (Re) colonization of science by the life‐world: Problems and prospects
53. Someone to watch over me: surveillance, discipline, and the just‐in‐time labour process
54. Empowerment or emasculation? A tale of workplace surveillance in the total quality organization
55. Beyond the surrogate of motivation
56. The diabolization of death: Some thoughts on the obscolescence of mortality in organization theory and practice
57. The ideology of excellence: Management and neo‐conservatism
58. Concepts of culture and organizational analysis
59. Excellent companies as social movements
60. Practical and emancipatory interests in organizational symbolism
61. Studying organizational cultures through rites and ceremonial
62. The rise of organizational symbolism
63. The smile factory: Work at Disneyland
64. “Real feelings” : Emotional expression and organizational culture
65. Science as a vocation
66. The other side of quality: “Soft” issues and the human resource dimension
67. TQM and the management of labour
68. Unconscious sources of motivation in the theory of the subject; an exploration and critique of Giddens' models of action and personality
69. Subjectivity and the dialectics of praxis
70. Postmodernism and excellence: the de‐differentiation of economy and culture
71. New wave management