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Question 5: Culture and Conflict in Organizational Integrity.

These works contributed significantly to the development of the Organizational Integrity approach. Arranged by importance to the topic rather than alphabetically or chronologically, they-and other works-may be secured through this site in association with Amazon.com.

Culture defined: Culture affects ethics and policy on many levels. On a global basis, Huntington maintains that the principal differences between people are cultural, and that the world is dividing along cultural lines. Hofstede presages this by finding deep, persisting cultural differences within a multinational organization with a strong organizational culture (IBM). Earley and Erez simplifies the Hofstede approach and demonstrates how it might be applied by a multinational manager. Lewis brings an understanding of the world's principal cultures to the multinational manager. Brockman points to a developing "culture" composed of those scientists who are able to communicate directly to the public as a whole.

Cultures have a history and structure:

Cultural Matrix:

  • Earley, P. Christopher, and Miriam Erez. The Transplanted Executive: Why You Need to Understand How Workers in Other Countries See the World Differently. New York: Oxford Univ. Press, 1997.

Systems view: Like culture, systems may likewise be viewed at multiple levels. Capra points to the system of all living things. Hampden-Turner and Trompenaars compare and contrast the cultures of capitalism as "value-systems." At the organizational level, Nadler and Tushman have been long-time proponents of the notion of organizations as "open systems" where congruence or "fit" between the components of the system is a key factor in organizational success. Senge is a principal proponent of systems thinking, which, when applied with critical and creative thinking, is a key component of the good judgment required for excellence.

Our approach here is explicitly systemic on an open systems model.

Culture and process:


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