D. Douglas Caulkins, Ann T. Jordan's A Companion to Organizational Anthropology (Wiley Blackwell PDF

By D. Douglas Caulkins, Ann T. Jordan

ISBN-10: 1405199822

ISBN-13: 9781405199827

The 1st complete consultant to anthropological experiences of complicated organizations• bargains the 1st complete connection with the anthropological examine of complicated organizations
• information how organizational concept and examine in company has followed anthropology’s key notion of tradition, inspiring new insights into organizational dynamics and development
• Highlights pioneering theoretical views starting from symbolic and semiotic methods to neuroscientific frameworks for learning modern organizations
• Addresses the comparative and cross-cultural dimensions of firm organizations and of non-governmental firms operating within the globalizing economy
• themes coated contain organizational dynamics, entrepreneurship, innovation, social networks, cognitive types and group construction, organizational dysfunctions, worldwide networked companies, NGOs, unions, digital groups, company tradition and social responsibility
• offers a physique of labor that displays the breadth and intensity of the sector of organizational anthropology and makes the case for the significance of the sector within the anthropology of the twenty-first century

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Extra resources for A Companion to Organizational Anthropology (Wiley Blackwell Companions to Anthropology)

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1991). Middle management and quality control: strategies for obstructionism. Human Organization, 50, 61–65. V. (2010). Intel’s cultural anthropologist. htm (accessed Sept. 21, 2010). Cross, M. and Payne, G. (eds), (1991). Work and the Enterprise Culture. London, UK: The Falmer Press. , and Wilkinson, S. (2009). Participatory ethnography at work: practicing in the puzzle palaces of a large, complex healthcare organization. In M. ), Ethnography and the Corporate Encounter: Reflections on Research In and Of Corporations.

This only occurs when organization members jointly change, he asserts. Levin (Chapter 13, Organizational Innovation Is a Participative Process) draws upon case studies in a Norwegian industrial organization and a municipal administration for case studies. Other anthropologists study how specific groupings impact organizational dynamics: professional cultures such as engineers (Kunda 2006) and firefighters (Kaprow 1999), and communities of practice. Theorists of organizational evolution have considered the emergence of communities of knowledge and practices as an important process in the formation of organizational boundaries (Aldrich 1999: 141–162) Squires and Van De Vanter (see Chapter 14, Communities of Practice) extend the work of Lave and Wenger and others on communities EXPANDING THE FIELD OF ORGANIZATIONAL ANTHROPOLOGY 15 of practice by studying the dynamics of virtual communities of practice made up of computational scientists.

Fiske (2008a: 110) argues that in the United States, the federal government is the largest employer of anthropologists outside of universities, although she is including all four subfields of anthropology in this assessment and states that archaeologists hold the “greatest majority” of federal positions. However, cultural anthropologists have the second largest representation. In 2006, the federal Office of Personnel Management (OPM) listed 144 individuals under the job category of “general anthropologist,” and this likely does not include archaeologists as there is a separate job category for that specialty.

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A Companion to Organizational Anthropology (Wiley Blackwell Companions to Anthropology) by D. Douglas Caulkins, Ann T. Jordan


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