Organizational Culture and Identity: Unity and Division at Work

Citation

Bryce, J. (2001), "Organizational Culture and Identity: Unity and Division at Work", Leadership & Organization Development Journal, Vol. 22 No. 1, pp. 50-51. https://doi.org/10.1108/lodj.2001.22.1.50.2

The central issue addressed by this book is whether organisational culture can be measured and managed in a controlled strategic manner. The book provides a critical examination of the concept of organisational culture from a historical perspective, examining the emergence of this concept as a central aspect of management strategy.

The book is organised into three sections. The first section provides an excellent coverage of the historical development of the term “organisational culture” and a critical evaluation of its development and strategic uses. It examines the tension between academic and management writing on organisational culture, focusing on the most widely known texts in both literatures. Parker places particular focus on management culturist writing and critiques the idea that organisational culture can be managed in any planned way. He questions the notion that organisations are unitary and instead suggests that recognising the existence of subcultures in which organisational identities are continually contested may be a more useful way of conceptualising this issue. He also points to the one‐sided understanding of organisational culture which posits that “strong” culture is good and “weak” culture is bad. Martin Parker suggests that this section of the book is particularly useful for those unfamiliar with the literature on organisational culture.

The final chapter in this section draws together Parker’s critical thoughts on current theorising about organisational culture, and provides a rationale for the presentation of the three case studies in the following section of the book. These case studies are useful in demonstrating his arguments, and also provide useful illustrations for undergraduate courses. Each of the case studies is presented separately, and issues relating to Parker’s critique of the existing literature are examined in relation to these studies in chapter eight. Parker frames this discussion around areas of similarity and difference between the three organisations studied, and suggests that organisation should be understood as a process of claiming the existence of similarities and differences between individuals within organisations. He claims that all organisational cultures are unique, but share certain values as a result of the wider cultural context.

Finally, Parker returns to the central issue addressed in the book: can organisational culture be managed? He claims that if organisational culture is viewed as the creation of an enduring set of shared values or beliefs then strategic management is impossible. If, however, organisational culture is viewed as continuously contested within changing contexts and events, then some level of management may be possible, although the outcomes of such a process could not be planned.

Overall this book provides a well‐written critique of the origins and strategic uses of the concept of organisational culture. It provides a useful coverage and critique of the existing literature, demonstrating the need for a reflexive consideration of the way in which this concept is used in management and academia.