A Companion to Organizational Anthropology (Wiley Blackwell by D. Douglas Caulkins, Ann T. Jordan

By D. Douglas Caulkins, Ann T. Jordan

The 1st complete consultant to anthropological reports of advanced organizations• deals the 1st accomplished connection with the anthropological learn of complicated organizations
• information how organizational thought and learn in enterprise has followed anthropology’s key notion of tradition, inspiring new insights into organizational dynamics and development
• Highlights pioneering theoretical views starting from symbolic and semiotic ways to neuroscientific frameworks for learning modern organizations
• Addresses the comparative and cross-cultural dimensions of firm companies and of non-governmental enterprises operating within the globalizing economy
• issues coated comprise organizational dynamics, entrepreneurship, innovation, social networks, cognitive versions and staff development, organizational dysfunctions, international networked businesses, NGOs, unions, digital groups, company tradition and social responsibility
• provides a physique of labor that displays the breadth and intensity of the sphere of organizational anthropology and makes the case for the significance of the sphere within the anthropology of the twenty-first century

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Additional resources for A Companion to Organizational Anthropology (Wiley Blackwell Companions to Anthropology)

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Levin (Chapter 13, Organizational Innovation Is a Participative Process) draws upon case studies in a Norwegian industrial organization and a municipal administration for case studies. Other anthropologists study how specific groupings impact organizational dynamics: professional cultures such as engineers (Kunda 2006) and firefighters (Kaprow 1999), and communities of practice. Theorists of organizational evolution have considered the emergence of communities of knowledge and practices as an important process in the formation of organizational boundaries (Aldrich 1999: 141–162) Squires and Van De Vanter (see Chapter 14, Communities of Practice) extend the work of Lave and Wenger and others on communities EXPANDING THE FIELD OF ORGANIZATIONAL ANTHROPOLOGY 15 of practice by studying the dynamics of virtual communities of practice made up of computational scientists.

However, this overview of work in business, government, and nonprofits should demonstrate the increasing numbers of anthropologists who are so engaged and the variety of locales where they are employed. Important to our argument here is the fact that many of these individuals are publishing work about their organizations and adding depth and breath to the published anthropological work on organizations (Cefkin 2009 is an example). We turn now to explain how globalization has resulted in an increase in organizational anthropology literature.

Sustainability is now a ubiquitous but often ill-defined collection of concepts, but “an urgent and under- EXPANDING THE FIELD OF ORGANIZATIONAL ANTHROPOLOGY 13 studied topic” in anthropology (McDonogh et al. 2011: 113). The chapter by Tucker and Caulkins provides both a framework for identifying the salient issues of sustainability for a variety of social justice, service, and advocacy organizations, and also explores the implications of management guru Jim Collins’s work on organizational sustainability for social sector organizations.

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