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Culture Formation in a New Television Station: A Multi‐perspective Analysis[Note 1. An earlier version of this paper was presented at ...]
Author(s) -
Daymon Christine
Publication year - 2000
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.00155
Subject(s) - perspective (graphical) , sociology , cohesion (chemistry) , organizational culture , fragmentation (computing) , epistemology , public relations , political science , computer science , philosophy , chemistry , organic chemistry , artificial intelligence , operating system
Research which focuses on organizational culture formation is usually conducted within the context of change from an established culture to a transformed one. This longitudinal case study aims to trace culture formation from its genesis. It applies a multi‐perspective analytical framework to explore organization members' experiences as they adjusted to, and strove to shape, working life in the first three years of a new television station. The article presents three separate views of culture formation by applying divergent lenses to analyse the data. It then offers a dialogue between the competing perspectives in order to show the interrelatedness of contrasting evidence. Results of the study indicate that culture forms through a continuous sequence of integration, differentiation and fragmentation. This suggests that the cultural patterns of cohesion which emerge in organizational life are, at the same time, fluid, diverse and paradoxical. The article contributes to the current debate on multi‐perspective enquiry by providing empirical evidence to support the notion that reliance on a single analytical lens is insufficient to explain the complex realities of life in new, evolving organizations.