By D. Douglas Caulkins, Ann T. Jordan
The 1st complete consultant to anthropological stories of complicated organizations• deals the 1st entire connection with the anthropological research of advanced organizations
• information how organizational idea and learn in enterprise has followed anthropology’s key proposal 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 establishment companies and of non-governmental businesses operating within the globalizing economy
• subject matters lined comprise organizational dynamics, entrepreneurship, innovation, social networks, cognitive types and staff development, organizational dysfunctions, international networked companies, 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 resources for A Companion to Organizational Anthropology (Wiley Blackwell Companions to Anthropology)
F. (1948). Incentives for productivity: the case of the Bundy Tubing Company. Applied Anthropology, 7 (2), 1–16. Wright, S. ), (1994). Anthropology of Organizations. London, UK: Routledge. PART I Critique and Theory CHAPTER 1 The Organization of Anthropology and Higher Education in the United States Davydd J. Greenwood Academic anthropology’s separation from sociology, from organizational studies, and the profession’s intellectual privileging of nonapplied work outside of the “West” together form an interrelated matrix of historical organizational choices, actions, and consequences that created US anthropology’s current professional structures as well as it internal contradictions and current institutional dilemmas.
Caulkins explains how this model becomes theoretically rather problematic but can be clariﬁed using Mary Douglas’s grid/group framework, which provides a starting place for expanded research on organizational sustainability (see Chapter 8, Measuring Organizational Dynamics). New work is beginning to appear on indigenous organizations. Holcombe and Sullivan (Chapter 25, Australian Indigenous Organizations) describe the ways in which organizations begun by indigenous Australians are, of necessity, providing the social services that the Australian government provides in communities in more wealthy and populated areas but has failed to provide in the remote, indigenous communities.
2002). An anthropology of knowledge. Current Anthropology, 43 (1), 1–18. P. (1997). Whatever happened to organizational anthropology? A review of the ﬁeld of organizational ethnography and anthropological studies. Human Relations, 50 (9), 1147–1175. Ben-Ari, E. and El-Ron, E. (2002). Blue helmets and white armor: multi-nationalism and multi-culturalism among UN peacekeeping forces. City and Society, 13 (2), 271–302. Bennett, L. et al. (2006). Final Report: Practicing Advisory Work Group (PAWG).