• List of figures
• List of tables
• List of contributors
• Preface Ray E. Levitt and Ryan J. Orr
• Introduction W. Richard Scott
• Part I. Foundational Themes: 1. Global projects: distinguishing features, drivers, and challenges Ryan J. Orr, W. Richard Scott, Raymond E. Levitt, Karlos Artto and Jaakko Kujala
• 2. The institutional environment of global projects W. Richard Scott
• 3. Social movements and the growth in opposition to global projects Doug McAdam
• Part II. Institutional Differences and Global Projects: Empirical Studies: 4. Rules vs. results: sources and resolution of institutional conflicts on Indian Metro Railway projects Ashwin Mahalingam, Raymond E. Levitt and W. Richard Scott
• 5. Institutional exceptions on global projects: a process model Ryan J. Orr and W. Richard Scott
• 6. Local embeddedness of firms and strategies for dealing with uncertainty in global projects Ryan J. Orr and Raymond E. Levitt
• 7. Who needs to know what? Institutional knowledge and global projects Amy Javernick-Will and W. Richard Scott
• Part III. Political Conflicts and Global Projects: 8. Site fights: explaining opposition to oil and gas pipeline projects in the developing world Doug McAdam, Hilary Schaffer Boudet, Jenna Davis, Ryan J. Orr, W. Richard Scott and Raymond E. Levitt
• 9. To talk or to fight? Effects of strategic, cultural and institutional factors on renegotiation approaches in public-private concessions Henry Chan and Raymond E. Levitt
• Part IV. Governance Strategies and Structures: 10. Network-based strategies and competencies for political and social risk management Witold J. Henisz
• 11. Organizations enabling public-private partnerships: an organization field approach Stephen F. Jooste and W. Richard Scott
• References
• Index.
• (source: Nielsen Book Data)

As the world's population continues to grow, there is an ever increasing need for huge investment in basic infrastructure: water and sewage, energy production and distribution, transportation and telecommunication. At the same time, infrastructure systems in developed countries are deteriorating and in need of renewal. Today, many of the engineering and economic problems surrounding infrastructure construction projects have been solved, but the threat of social misalignments and political conflicts renders the development and management of such projects more challenging than ever before. This book presents a new theoretical framework that allows us to analyze the institutional and social movement processes, both negative and positive, that surround global infrastructure projects as they confront cross-national and cross-sectoral (such as private-public partnerships) institutional differences. The value of this framework is illustrated through a series of studies on a wide range of infrastructure projects, including roads, railroads, ports, airports, water supply and energy pipelines.
(source: Nielsen Book Data)

• List of figures
• List of tables
• List of contributors
• Preface Ray E. Levitt and Ryan J. Orr
• Introduction W. Richard Scott
• Part I. Foundational Themes: 1. Global projects: distinguishing features, drivers, and challenges Ryan J. Orr, W. Richard Scott, Raymond E. Levitt, Karlos Artto and Jaakko Kujala
• 2. The institutional environment of global projects W. Richard Scott
• 3. Social movements and the growth in opposition to global projects Doug McAdam
• Part II. Institutional Differences and Global Projects: Empirical Studies: 4. Rules vs. results: sources and resolution of institutional conflicts on Indian Metro Railway projects Ashwin Mahalingam, Raymond E. Levitt and W. Richard Scott
• 5. Institutional exceptions on global projects: a process model Ryan J. Orr and W. Richard Scott
• 6. Local embeddedness of firms and strategies for dealing with uncertainty in global projects Ryan J. Orr and Raymond E. Levitt
• 7. Who needs to know what? Institutional knowledge and global projects Amy Javernick-Will and W. Richard Scott
• Part III. Political Conflicts and Global Projects: 8. Site fights: explaining opposition to oil and gas pipeline projects in the developing world Doug McAdam, Hilary Schaffer Boudet, Jenna Davis, Ryan J. Orr, W. Richard Scott and Raymond E. Levitt
• 9. To talk or to fight? Effects of strategic, cultural and institutional factors on renegotiation approaches in public-private concessions Henry Chan and Raymond E. Levitt
• Part IV. Governance Strategies and Structures: 10. Network-based strategies and competencies for political and social risk management Witold J. Henisz
• 11. Organizations enabling public-private partnerships: an organization field approach Stephen F. Jooste and W. Richard Scott
• References
• Index.
• (source: Nielsen Book Data)

As the world's population continues to grow, there is an ever increasing need for huge investment in basic infrastructure: water and sewage, energy production and distribution, transportation and telecommunication. At the same time, infrastructure systems in developed countries are deteriorating and in need of renewal. Today, many of the engineering and economic problems surrounding infrastructure construction projects have been solved, but the threat of social misalignments and political conflicts renders the development and management of such projects more challenging than ever before. This book presents a new theoretical framework that allows us to analyze the institutional and social movement processes, both negative and positive, that surround global infrastructure projects as they confront cross-national and cross-sectoral (such as private-public partnerships) institutional differences. The value of this framework is illustrated through a series of studies on a wide range of infrastructure projects, including roads, railroads, ports, airports, water supply and energy pipelines.
(source: Nielsen Book Data)

• Preface / Raymond E. Levitt and Ryan J. Orr
• Introduction: studying global projects / W. Richard Scott
• Part I. Foundational Themes: 1. Global projects: distinguishing features, drivers, and challenges / Ryan J. Orr, W. Richard Scott, Raymond E. Levitt, Karlos Artto, and Jaakko Kujala; 2. The institutional environment of global projects / W. Richard Scott; 3. Social movements and the growth in opposition to global projects / Doug McAdam
• Part II. Institutional Differences and Global Projects: Empirical Studies: 4. Rules versus results: sources and resolution of institutional conflicts on Indian Metro Railway projects / Ashwin Mahalingam, Raymond E. Levitt, and W. Richard Scott; 5. Institutional exceptions on global projects: a process model / Ryan J. Orr and W. Richard Scott; 6. Local embeddedness of firms and strategies for dealing with uncertainty in global projects / Ryan J. Orr and Raymond E. Levitt; 7. Who needs to know what? Institutional knowledge and global projects / Amy Javernick-Will and W. Richard Scott
• Part III. Political Conflicts and Global Projects: 8. "Site fights": explaining opposition to pipeline projects in the developing world / Doug McAdam, Hilary Schaffer Boudet, Jennifer Davis, Ryan J. Orr, W. Richard Scott, and Raymond E. Levitt; 9. To talk or to fight? Effects of strategic, cultural, and institutional factors on renegotiation approaches in public-private concessions / Henry Chan and Raymond E. Levitt
• Part IV. Governance Strategies and Structures: 10. Network-based strategies and competencies for political and social risk management in global projects / Witold J. Henisz; 11. Organizations enabling public-private partnerships: an organization field approach / Stephen F. Jooste and W. Richard Scott.

As the world's population continues to grow, there is an ever increasing need for huge investment in basic infrastructure: water and sewage, energy production and distribution, transportation and telecommunication. At the same time, infrastructure systems in developed countries are deteriorating and in need of renewal. Today, many of the engineering and economic problems surrounding infrastructure construction projects have been solved, but the threat of social misalignments and political conflicts renders the development and management of such projects more challenging than ever before. This book presents a new theoretical framework that allows us to analyze the institutional and social movement processes, both negative and positive, that surround global infrastructure projects as they confront cross-national and cross-sectoral (such as private-public partnerships) institutional differences. The value of this framework is illustrated through a series of studies on a wide range of infrastructure projects, including roads, railroads, ports, airports, water supply and energy pipelines.
(source: Nielsen Book Data)

• Introduction: The Rules of the Social Game
• Part I: Dimensions of National Cultures
• Chapter 1. More Equal Than Others--Chapter 2. I, We and They--Chapter 3. He, She and (S)he
• Chapter 4. What Is Different Is Dangerous
• Chapter 5. Yesterday, Now or Later?
• Part II: Cultures in Organizations
• Chapter 6. Pyramids, Machines, Markets and Families
• Chapter 7. The Elephant and the Stork
• Part III: Implications
• Chapter 8. Intercultural Encounters
• Chapter 9. Surviving in a Multicultural World
• Endnotes
• Glossary
• Bibliography
• Name Index
• Subject Index.
• (source: Nielsen Book Data)

The revolutionary study of how the place where wegrew up shapes the way we think, feel, and act--with new dimensions and perspectives Based on research conducted in more than seventy countries over a forty-year span, Cultures and Organizations examines what drives people apart-when cooperationis so clearly in everyone's interest. With major new contributions from MichaelMinkov's analysis of data from the World Values Survey, as well as an account ofthe evolution of cultures by Gert Jan Hofstede, this revised and expanded edition: Reveals the "moral circles" from which national societiesare built and the unexamined rules by which people think, feel, and actExplores how national cultures differ in the areas of inequality, assertiveness versus modesty, and tolerance for ambiguityExplains how organizational cultures differ from nationalcultures-and how they can be managedAnalyzes stereotyping, differences in language, cultural rootsof the 2008 economic crisis, and other intercultural dynamics.
(source: Nielsen Book Data)

• Introduction: The Rules of the Social Game
• Part I: Dimensions of National Cultures
• Chapter 1. More Equal Than Others--Chapter 2. I, We and They--Chapter 3. He, She and (S)he
• Chapter 4. What Is Different Is Dangerous
• Chapter 5. Yesterday, Now or Later?
• Part II: Cultures in Organizations
• Chapter 6. Pyramids, Machines, Markets and Families
• Chapter 7. The Elephant and the Stork
• Part III: Implications
• Chapter 8. Intercultural Encounters
• Chapter 9. Surviving in a Multicultural World
• Endnotes
• Glossary
• Bibliography
• Name Index
• Subject Index.
• (source: Nielsen Book Data)

The revolutionary study of how the place where wegrew up shapes the way we think, feel, and act--with new dimensions and perspectives Based on research conducted in more than seventy countries over a forty-year span, Cultures and Organizations examines what drives people apart-when cooperationis so clearly in everyone's interest. With major new contributions from MichaelMinkov's analysis of data from the World Values Survey, as well as an account ofthe evolution of cultures by Gert Jan Hofstede, this revised and expanded edition: Reveals the "moral circles" from which national societiesare built and the unexamined rules by which people think, feel, and actExplores how national cultures differ in the areas of inequality, assertiveness versus modesty, and tolerance for ambiguityExplains how organizational cultures differ from nationalcultures-and how they can be managedAnalyzes stereotyping, differences in language, cultural rootsof the 2008 economic crisis, and other intercultural dynamics.
(source: Nielsen Book Data)

• Acknowledgments
• 1. Culture and Organization
• 2. The Setting
• 3. Ideology: Tech Culture Codified
• 4. Presentational Rituals: Talking Ideology
• 5. Self and Organization: In the Shadow of the Golden Bull
• 6. Conclusion Appendix: Methods A Confessional of Sorts Notes References Index.
• (source: Nielsen Book Data)

• Acknowledgments to the revised edition Acknowledgments Preface to the Revised Edition Chapter One: Culture and Organization Chapter Two: The Setting Chapter Three: Ideology: Tech Culture Codified Chapter Four: Presentational Rituals: Talking Ideology Chapter Five: Self and Organization: In the Shadow of the Golden Bull Chapter Six: Conclusion Chapter Seven: Epilogue Appendix: Methods
• A Confessional of Sorts Notes References Index.
• (source: Nielsen Book Data)

In this intriguing ethnography of a large American high-tech corporation, Gideon Kunda offers a critical analysis of its much celebrated "corporate culture." In his extensive study of the company's engineering division, Kunda uses detailed descriptions of everyday rituals and interactions in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization.The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Gideon Kunda is a Lecturer in Sociology and Labor Studies at Tel Aviv University.
(source: Nielsen Book Data)
Engineering Culture is an award-winning ethnography of the engineering division of a large American high-tech corporation. Now, this influential book-which has been translated into Japanese, Italian, and Hebrew-has been revised to bring it up to date. In Engineering Culture, Gideon Kunda offers a critical analysis of an American company's well-known and widely emulated \u0022corporate culture.\u0022 Kunda uses detailed descriptions of everyday interactions and rituals in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization. The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Kunda carefully dissects the impact this form of control has on employees' work behavior and on their sense of self. In the conclusion written especially for this edition, Kunda reviews the company's fortunes in the years that followed publication of the first edition, reevaluates the arguments in the book, and explores the relevance of corporate culture and its management today.
(source: Nielsen Book Data)

• Acknowledgments
• 1. Culture and Organization
• 2. The Setting
• 3. Ideology: Tech Culture Codified
• 4. Presentational Rituals: Talking Ideology
• 5. Self and Organization: In the Shadow of the Golden Bull
• 6. Conclusion Appendix: Methods A Confessional of Sorts Notes References Index.
• (source: Nielsen Book Data)

• Acknowledgments to the revised edition Acknowledgments Preface to the Revised Edition Chapter One: Culture and Organization Chapter Two: The Setting Chapter Three: Ideology: Tech Culture Codified Chapter Four: Presentational Rituals: Talking Ideology Chapter Five: Self and Organization: In the Shadow of the Golden Bull Chapter Six: Conclusion Chapter Seven: Epilogue Appendix: Methods
• A Confessional of Sorts Notes References Index.
• (source: Nielsen Book Data)

Engineering Culture is an award-winning ethnography of the engineering division of a large American high-tech corporation. Now, this influential book-which has been translated into Japanese, Italian, and Hebrew-has been revised to bring it up to date. In Engineering Culture, Gideon Kunda offers a critical analysis of an American company's well-known and widely emulated \u0022corporate culture.\u0022 Kunda uses detailed descriptions of everyday interactions and rituals in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization. The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Kunda carefully dissects the impact this form of control has on employees' work behavior and on their sense of self. In the conclusion written especially for this edition, Kunda reviews the company's fortunes in the years that followed publication of the first edition, reevaluates the arguments in the book, and explores the relevance of corporate culture and its management today.
(source: Nielsen Book Data)
In this intriguing ethnography of a large American high-tech corporation, Gideon Kunda offers a critical analysis of its much celebrated "corporate culture." In his extensive study of the company's engineering division, Kunda uses detailed descriptions of everyday rituals and interactions in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization.The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Gideon Kunda is a Lecturer in Sociology and Labor Studies at Tel Aviv University.
(source: Nielsen Book Data)

• Introduction: The Rules of the Social Game Part I: Dimensions of National Cultures
• Chapter 1: More Equal Than Others
• Chapter 2: I, We and They
• Chapter 3: He, She and (S)he
• Chapter 4: What Is Different Is Dangerous
• Chapter 5: Yesterday, Now or Later? Part II: Cultures in Organizations
• Chapter 6: Pyramids, Machines, Markets and Families
• Chapter 7: The Elephant and the Stork Part III: Implications
• Chapter 8: Intercultural Encounters
• Chapter 9: Surviving in a Multicultural World Endnotes Glossary Bibliography Name Index Subject Index.
• (source: Nielsen Book Data)

The revolutionary study of how the place where we grew up constrains the way we think, feel, and act, updated for today's new realities. The world is a more dangerously divided place today than it was at the end of the Cold War. This despite the spread of free trade and the advent of digital technologies that afford a degree of global connectivity undreamed of by science fiction writers fifty years ago. What is it that continues to drive people apart when cooperation is so clearly in everyone's interest? Are we as a species doomed to perpetual misunderstanding and conflict? Find out in "Cultures and Organizations: Software of the Mind". A veritable atlas of cultural values, it is based on cross-cultural research conducted in seventy countries for more than thirty years. At the same time, it describes a revolutionary theory of cultural relativism and its applications in a range of professions. Fully updated and rewritten for the twenty-first century, this edition: reveals the unexamined rules by which people in different cultures think, feel, and act in business, family, schools, and political organizations; explores how national cultures differ in the key areas of inequality, collectivism versus individualism, assertiveness versus modesty, tolerance for ambiguity, and deferment of gratification; explains how organizational cultures differ from national cultures, and how they can sometimes be managed; explains culture shock, ethnocentrism, stereotyping, differences in language and humor, and other aspects of intercultural dynamics; provides powerful insights for business people, civil servants, physicians, mental health professionals, law enforcement professionals, and others. Geert Hofstede, PhD, is professor emeritus of Organizational Anthropology and International Management at Maastricht University, The Netherlands. Gert Jan Hofstede, PhD, is a professor of Information Systems at Wageningen University and the son of Geert Hofstede.
(source: Nielsen Book Data)

• 1 Introduction: the rules of the social game
• 2 More equal than others
• 3 I, we, and they
• 4 He, she, and (s)he
• 5 What is different is dangerous
• 6 Yesterday, now, or later?
• 7 Pyramids, machines, markets, and families: organizing across nations
• 8 The elephant and the stork: organizational cultures
• 9 Intercultural encounters
• 10 Surviving in a multicultural world

The revolutionary study of how the place where we grew up constrains the way we think, feel, and act, updated for today's new realities. The world is a more dangerously divided place today than it was at the end of the Cold War. This despite the spread of free trade and the advent of digital technologies that afford a degree of global connectivity undreamed of by science fiction writers fifty years ago. What is it that continues to drive people apart when cooperation is so clearly in everyone's interest? Are we as a species doomed to perpetual misunderstanding and conflict? Find out in "Cultures and Organizations: Software of the Mind". A veritable atlas of cultural values, it is based on cross-cultural research conducted in seventy countries for more than thirty years. At the same time, it describes a revolutionary theory of cultural relativism and its applications in a range of professions. Fully updated and rewritten for the twenty-first century, this edition: reveals the unexamined rules by which people in different cultures think, feel, and act in business, family, schools, and political organizations; explores how national cultures differ in the key areas of inequality, collectivism versus individualism, assertiveness versus modesty, tolerance for ambiguity, and deferment of gratification; explains how organizational cultures differ from national cultures, and how they can sometimes be managed; explains culture shock, ethnocentrism, stereotyping, differences in language and humor, and other aspects of intercultural dynamics; provides powerful insights for business people, civil servants, physicians, mental health professionals, law enforcement professionals, and others. Geert Hofstede, PhD, is professor emeritus of Organizational Anthropology and International Management at Maastricht University, The Netherlands. Gert Jan Hofstede, PhD, is a professor of Information Systems at Wageningen University and the son of Geert Hofstede.
(source: Nielsen Book Data)

• Why meetings are important
• What goes wrong at meetings
• The case for a group memory
• How to find win/win solutions
• A summary of the interaction method
• How to be a good facilitator
• How to be a good recorder
• How to be a good group member
• How the boss stays boss
• How to plan your meeting
• What type of meeting are you going to hold?
• Who should attend your meeting?
• How many people should attend?
• How to make meeting rooms work
• How to put it all together: the agenda
• Solving problems in groups: the tools
• How to make a presentation
• How to introduce the interaction method into your organization
• How to train yourself

The interaction method is a new, tested way to stop wasting time and get things done at meetings. The interaction method: -Increases productivity up to 15 percent; -Works whether you're in a hierarchical (authoritarian) or horizontal (democratic) organization; -Gives everybody a feeling of greater participation and influence; -Helps you whether you're a decision maker, leader, or rank-and-file meeting-goer; -Analyzes 16 types of problem people at meetings and tells you what to do about them; -Tells you how to develop agendas and arrange meeting rooms and even seats in specific ways that make meetings pay off; -Shows you how a facilitator, a recorder, and a group memory help generate more and better solutions to problems, and... -Even tells you seven reasons for not having a meeting!.
(source: Nielsen Book Data)

• Acknowledgments
• 1. Culture and Organization
• 2. The Setting
• 3. Ideology: Tech Culture Codified
• 4. Presentational Rituals: Talking Ideology
• 5. Self and Organization: In the Shadow of the Golden Bull
• 6. Conclusion Appendix: Methods A Confessional of Sorts Notes References Index.
• (source: Nielsen Book Data)

In this intriguing ethnography of a large American high-tech corporation, Gideon Kunda offers a critical analysis of its much celebrated "corporate culture." In his extensive study of the company's engineering division, Kunda uses detailed descriptions of everyday rituals and interactions in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization.The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Gideon Kunda is a Lecturer in Sociology and Labor Studies at Tel Aviv University.
(source: Nielsen Book Data)

• Acknowledgments
• 1. Culture and Organization
• 2. The Setting
• 3. Ideology: Tech Culture Codified
• 4. Presentational Rituals: Talking Ideology
• 5. Self and Organization: In the Shadow of the Golden Bull
• 6. Conclusion Appendix: Methods A Confessional of Sorts Notes References Index.
• (source: Nielsen Book Data)

In this intriguing ethnography of a large American high-tech corporation, Gideon Kunda offers a critical analysis of its much celebrated "corporate culture." In his extensive study of the company's engineering division, Kunda uses detailed descriptions of everyday rituals and interactions in which the culture is brought to life, excerpts from in-depth interviews and a wide variety of corporate texts to vividly portray managerial attempts to design and impose the culture and the ways in which it is experienced by members of the organization.The company's management, Kunda reveals, uses a variety of methods to promulgate what it claims is a non-authoritarian, informal, and flexible work environment that enhances and rewards individual commitment, initiative, and creativity while promoting personal growth. The author demonstrates, however, that these pervasive efforts mask an elaborate and subtle form of normative control in which the members' minds and hearts become the target of corporate influence. Gideon Kunda is a Lecturer in Sociology and Labor Studies at Tel Aviv University.
(source: Nielsen Book Data)