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Inclusion, exclusion and ambiguity – The role of organisational culture

Elisabeth Wilson (Institute for Development Policy and Management, Manchester University, Manchester, UK)

Personnel Review

ISSN: 0048-3486

Article publication date: 1 June 2000

Abstract

Describes case studies of three organisations, exploring the role of organisational culture as a framework for the inclusion and exclusion of actual and potential organisational members. To explore common understandings of culture, methods included: repertory grid, group discussions, documentary evidence, discussion with informants, and observation and reflection by the author. Both the culture‐as‐variable and culture‐as‐metaphor perspectives are used respectively to analyse and interpret the data. A number of processes were found significant in the promotion or otherwise of diversity. Significant symbols in each organisation are explored, and theoretical and practical implications are discussed in relation to managing diversity.

Keywords

Citation

Wilson, E. (2000), "Inclusion, exclusion and ambiguity – The role of organisational culture", Personnel Review, Vol. 29 No. 3, pp. 274-303. https://doi.org/10.1108/00483480010324652

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited