Soft cultures
The symbolism of cross-border organizing 1
Bibliographic Data
| ID | 20192997 |
|---|---|
| Authors | Kristian Kreiner (0000-0001-6938-1081, Copenhagen Business School), Majken Schultz (0000-0003-0253-798X, Copenhagen Business School) |
| Year | 1995 |
| Volume | 1 |
| Issue | 1 |
| Pages | 63-81 |
| Publication date | 1995-06-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Studies in Cultures Organizations and Societies (JOURNAL) |
| Journal identifiers | ISSN: 1024-5286 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/10245289508523446 |
| OpenAlex | W2085967617 |
| Language | EN |
| Citations received | 3 |
| References cited | 19 |
It is not always true that the concept of culture implies a convergence on one meaning, one set of values, one pattern of behaviour. This paper develops the notion of soft culture. Cultures are soft in the sense that multiple renderings of reality are accepted and legitimized. Soft culture is studied in the context of cross-national technology development projects. Such projects are loosely structured communities, as organizational actors are separated in time and space. The paper demonstrates how symbols work among those actors. In addition to the traditional uses of symbolic categorizing, in soft culture the symbols also play an important role in attracting more networks to the action and licensing a wide variety of exploratory activities. These equivocal characteristics of symbols should be considered a strength in face of overwhelming uncertainty since they allow actors to construct multiple futures and pursue them
Business · Economics · Epistemology · Futures contract · Social science · Sociology · Computer Science · Engineering · History · Innovation and Knowledge Management · Management and Organizational Studies · University-Industry-Government Innovation Models · Artificial Intelligence
Science in action
Ambiguity and choice in organizations
Research in Organizational Behavior
Making Time
The Symbolic Construction of Community
Cultures In Organizations
Loosely Coupled Systems
Leadership
Exploration and Exploitation in Organizational Learning
The Symbolic Construction of Community
Organizational culture and counterculture
Culture in Action
Decisions and Organizations
| Unique citing works | 3 |
|---|---|
| Citations per year | 0,09 |
| Citation span | 1994 - 2026 (33) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 2 |