No abstract

There is a large interest in organization culture, yet only a few empirical studies address the topic. This fact may be due to the lack of appropriate research methods able to uncover such an elusive phenomenon in a reasonable amount of research time. An inductive methodology developed as a compromise between a detailed ethnography and a questionnaire approach is suggested as being appropriate to the task The application of this method in an actual empirical study is described and evaluated. Suggestions are made for further developments.

Transformation is inevitable for the survival of some organizations. It is argued that metaphors may be a helpful tool for a successful transformation if carefully chosen. Two kinds of methaphors are discussed which describe different transformation processes and outcomes. Illustrations are given for both kinds of metaphors, and the argument is substantiated with examples from a case study about an organization transformation. The use of multiple and adaptive metaphors allowed a wide range for action in that particular case.

No abstract

PurposeThe purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.Design/methodology/approachIn this paper a simulation setting is used to assess the cultural influences on knowledge sharing. All intercultural simulations were part of an educational program, in intercultural management (MBA level) and of executive development programs respectively.FindingsThe findings in the paper show that different cultural backgrounds of team members due to different ethnicities, gender, national culture or functions create a context of cultural complexity, which might affect knowledge sharing in a negative way. The results of the simulations show that the different identities of team members have an important influence as they might trigger sentiments of negative stereotyping. The findings also reveal that knowledge sharing is only likely to occur if new project members are welcomed emotionally as valuable contributors to a common task.Research limitations/implicationsGiven the exploratory nature of this paper, it suggests using the results as a starting ground for future empirical research. The propositions that were developed on the basis of the research may be tested in subsequent studies applying a different research methodology.Practical implicationsBased on the paper's findings, recommendations for project management in situations of cultural complexity are developed.Originality/valueThe paper extends existing knowledge on cultural influences in knowledge sharing especially in the context of project teams.