Chapter
3.3 Symbolism and Organizational Symbolism
pp.：
43 – 47
4 Qualitative Research and Philosophy of Science
pp.：
49 – 51
4.2 The Importance of Metaphors in Research
pp.：
51 – 54
4.1 Interpretative Research
pp.：
51 – 51
4.3 Avoiding the Objectivism and Relativism Traps
pp.：
54 – 60
4.4 Research Texts which Stimulate Dialogue
pp.：
60 – 61
4.5 Culture Research
pp.：
61 – 64
4.6 The Method in the Present Study
pp.：
64 – 67
5 A Socialization Sequence: Course in Project Management Philosophy
pp.：
67 – 71
5.1 On Socialization in Organizations
pp.：
71 – 72
5.2 The Project Management Philosophy Course from a Socialization Perspective
pp.：
72 – 73
5.3 Course Objectives
pp.：
73 – 81
5.4 The Course as a Social-Integrative Management Instrument
pp.：
81 – 84
5.5 On the Processing of Social Information
pp.：
84 – 86
5.6 Comments on the Socialization Process from the Social Information Processing Perspective
pp.：
86 – 88
5.7 Summary and Comments
pp.：
88 – 90
6 A Flat Pyramid. A Symbolic Processing of Organizational Structure
pp.：
90 – 93
6.1 Organizational Structure
pp.：
93 – 93
6.2 Enator’s Organizational Structure
pp.：
93 – 95
6.3 The Organization of the Consultancy Projects
pp.：
95 – 99
6.4 Enator in Terms of Mintzberg’s Configurations
pp.：
99 – 101
6.5 Adhocracy
pp.：
101 – 103
6.6 Adhocracy: Conclusions
pp.：
103 – 107
6.7 Organizational Structure in a Dynamic Perspective
pp.：
107 – 110
6.8 Organizational Structure from the Cultural Perspective
pp.：
110 – 114
6.9 Conclusion
pp.：
114 – 119
7 Corporate Culture and the Organizational Climate
pp.：
119 – 121
7.1 Corporate Culture in General
pp.：
121 – 122
7.2 Corporate Culture at Enator: Content
pp.：
122 – 125
7.3 Cultural Forms of Expression and Transmission
pp.：
125 – 130
7.4 Organizational Rites at Enator
pp.：
130 – 132
7.5 The Enator Building
pp.：
132 – 139
7.6 A Brief Flashback to the Development of Ritual Forms
pp.：
139 – 145
7.7 Comments on Rites and Other Symbolic Forms at Enator
pp.：
145 – 147
7.8 The Depth of Symbolism
pp.：
147 – 150
7.9 Does Enator Form a Distinct Corporate Culture?
pp.：
150 – 152
7.10 Organizational Climate at Enator
pp.：
152 – 157
7.11 What Determines the Corporate Culture and the Organizational Climate?
pp.：
157 – 161
7.12 Summary
pp.：
161 – 164
8 Leadership as Social Integrative Action
pp.：
164 – 169
8.1 A Note on Leadership Research and a Thesis
pp.：
169 – 169
8.2 Leadership during the Expansion of Enator
pp.：
169 – 172
8.3 The Founders
pp.：
172 – 175
8.4 Charisma as an Attributed Characteristic
pp.：
175 – 178
8.5 Management Principles and Corporate Culture
pp.：
178 – 180
8.6 Integration, Differentiation and Fragmentation
pp.：
180 – 182
8.7 The Company as an Institution
pp.：
182 – 185
8.8 Leadership as Social Integrative Action
pp.：
185 – 186
8.9 Discussion and Conclusions
pp.：
186 – 193
9 Personnel and the Work Situation
pp.：
193 – 199
9.2 The Importance of the Organization for the Work Situation
pp.：
199 – 202
9.1 Work Conditions, Strains at Work
pp.：
199 – 199
9.3 Cultural Influence and Awareness of Problems
pp.：
202 – 206
9.4 Enator and Trade Unionism
pp.：
206 – 212
9.5 Summary of Chapter 9
pp.：
212 – 214
9.6 Summary of Some of the Themes in Chapters 7-9: Management and the Job Situation for Personnel
pp.：
214 – 214
10 The Business Concept as a Symbol
pp.：
214 – 219
10.2 Enator’s Business Concept
pp.：
219 – 221
10.1 The Notion of the Business Concept
pp.：
219 – 219
10.3 A Mystery
pp.：
221 – 222
10.4 Possible Functions of a Business Concept
pp.：
222 – 226
10.5 Proposals for Extending the Notion of the Business Concept
pp.：
226 – 233
10.6 The Symbolic Value of the Business Concept
pp.：
233 – 236
11 Strategy
pp.：
236 – 241
11.1 The Strategy Concept in General Terms
pp.：
241 – 241
11.2 Critical Comments on the Strategy Concept
pp.：
241 – 250
11.3 Enator’s Development from a Business and Strategy Perspective
pp.：
250 – 251
11.4 The Internationalization Strategy
pp.：
251 – 254
11.5 An Emergent Strategy
pp.：
254 – 258
11.6 The Formation of Strategy in Adhocracies
pp.：
258 – 260
11.7 Strategy Development at Enator
pp.：
260 – 263
11.8 Cultural Aspects of Strategy
pp.：
263 – 267
12 Marketing – External and Internal
pp.：
267 – 271
12.2 The Service Marketing Concept
pp.：
271 – 275
12.1 Marketing of Services
pp.：
271 – 271
12.3 Industrial Marketing
pp.：
275 – 278
12.4 The Marketing of Professional Services
pp.：
278 – 279
12.5 Standardized and Situationally-adapted Production of Services
pp.：
279 – 281
12.6 A Classification of Marketing Situations
pp.：
281 – 282
12.7 Marketing at Enator
pp.：
282 – 284
12.8 Internal Marketing
pp.：
284 – 292
12.9 Internal Marketing at Enator
pp.：
292 – 296
12.10 Summary
pp.：
296 – 298
13 Integration and Contradictions
pp.：
298 – 301
13.1 Forms for Organizing Exchanges
pp.：
301 – 301
13.2 A Model for Forms for Arranging Exchanges in Companies
pp.：
301 – 307
13.3 Enator in Terms of Formal Organization, Market, Circle and Clan
pp.：
307 – 308
13.4 Integration of Various Organizational Forms
pp.：
308 – 312
13.5 An Integrative Model Describing how Enator Functions
pp.：
312 – 315
13.6 Contradictions and Divergence
pp.：
315 – 320
14 Corporate Control via Symbols
pp.：
320 – 327
14.2 Some Crucial Dimensions of Corporate Operations
pp.：
327 – 329
14.1 Structural Sources of Disintegration
pp.：
327 – 327
14.3 Key Symbols at Enator
pp.：
329 – 334
14.4 Cataloguing Symbols
pp.：
334 – 337
14.5 A Symbolic Typology for the Study of Companies
pp.：
337 – 339
14.6 Corporate Dimensions and Types of Symbols
pp.：
339 – 346
14.7 Final Comments on the Significance and Symbolism in Management
pp.：
346 – 347
14.8 Comparison with Other Studies of Knowledge-intensive Companies
pp.：
347 – 350
14.9 Conclusions
pp.：
350 – 356
References
pp.：
356 – 361
Management of Knowledge-Intensive Companies
( de Gruyter Studies in Organization )
Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.
