Organizational culture II: hearts and minds

Abstract

Argues that culture ‐ the commonly held symbols, beliefs, values and behaviours ‐ is perhaps the most powerful force for cohesion in the modern organization. Highlights two broad types of social relationships which are not mutually exclusive but are difficult to combine successfully: sociability; and solidarity. Looks, also, at the networked organization; and the mercenary organization. Highlights some, in a panel, Heineken (and its global beer industry); Citicorp; Red Spider; and Electronic Arts. Believes most organizations are characterized by differing cultures in the various functional units.

Citation

Kippenberger, T. (1999), "Organizational culture II: hearts and minds", The Antidote, Vol. 4 No. 1, pp. 26-30. https://doi.org/10.1108/EUM0000000006635