The focus of this book is the development and application of a
middle-range theory of culture, self-identity and work behaviour.
According to the authors' self-representative theory, three
components are relevant to an individual's work behaviour: cultural
and situational characteristics, cognitive representation of the
self, and managerial practices and techniques used in an
organization. Culture is viewed as a shared knowledge structure
that results in decreased variability in individual interpretation
of stimuli. The self is viewed as a dynamic interpretive structure
that shapes an individual's interpretation of social milieu.
Managerial practices influence work behaviour, and in this book the
focus is on how these practices relate to the components of culture
and the self. A final chapter provides a number of specific
recommendations for how organizations might consider structuring
their environment and managerial practices in order to match
culture-self interaction.
General
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