Cultures in Organizations by Martin Joanne;

Author:Martin, Joanne;
Language: eng
Format: epub
Publisher: Oxford University Press, USA
Published: 1992-03-01T16:00:00+00:00

NEXT STEP: FRAGMENTATION

This last section of Chapter 6 has stepped outside the three-perspective view of culture to offer a nexus resolution to the dilemma created by claims of cultural uniqueness. This resolution is incomplete in that it leaves an important difficulty unexplored. Both the Integration and Differentiation views of culture do not do a good job of acknowledging the inescapable ambiguities of organizational life. Both, for example, assume that we can define the edges where organizations end and environments begin. Since these boundaries are permeable and fluctuating, their placement is debatable. It is therefore difficult to define where a culture or subculture begins or ends.

The third, Fragmentation view of culture focuses on ambiguities such as this one. Rather than being a coherent entity contained within clearly defined boundaries, the Fragmentation view conceptualizes a culture as “a differential network, a fabric of traces referring endlessly to something other than itself, to other differential traces.”58 Lest this introduction to the third view of culture seem too ephemeral or abstract, the next chapter returns to the employees of OZCO as they describe their practical concerns about the ambiguities that pervade their working lives.

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