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

By D. Douglas Caulkins, Ann T. Jordan

The 1st finished advisor to anthropological reviews of complicated organizations• bargains the 1st complete connection with the anthropological examine of complicated organizations
• information how organizational concept and study in enterprise has followed anthropology’s key thought of tradition, inspiring new insights into organizational dynamics and development
• Highlights pioneering theoretical views starting from symbolic and semiotic techniques to neuroscientific frameworks for learning modern organizations
• Addresses the comparative and cross-cultural dimensions of firm companies and of non-governmental firms operating within the globalizing economy
• themes lined contain organizational dynamics, entrepreneurship, innovation, social networks, cognitive types and group development, organizational dysfunctions, international networked businesses, NGOs, unions, digital groups, company tradition and social responsibility
• provides 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 sphere within the anthropology of the twenty-first century

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

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Good to Great and the Social Sector. Boulder, CO: Jim Collins. Collins, J. and Porras, J. (1994). Built to Last: Successful Habits of Visionary Companies. New York: HarperCollins. L. A. (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).

This is the “glocal” (the global in the local) described by Ritzer (2007) (see also Schuller 2009). Consequently, anthropologists who have never considered themselves to be organizational anthropologists find themselves analyzing complex organizations, be they nation-state governments or NGOs, in their analysis of the local. University-based anthropologists conduct research that places them in contact with NGOs involved at their research site or NGOs that may in fact be funding their research. Anthropologists conducting research in a location considered a traditional one for an anthropologist, for instance a village in East Africa rather than the floor of the New York Stock Exchange, frequently find their analysis must include the role 10 ANN T.

Ofem, Floyd, and Borgatti (see Chapter 6, Social Networks and Organizations) provide a discussion of the social network approach in organizations and describe the “ethnographic sandwich” in their methodology, which puts the quantitative study between two layers of ethnography. The authors note that the output diagrams of networks are interesting for the participants in the study, making it productive to discuss the preliminary results. Of course, anthropologists have always mixed their signature qualitative techniques with quantitative ones so popular in the other social sciences.

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