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Much of the recent literature relating to organizational culture reveals two themes. On the one hand, managerial accounts depict organizations as fostering solidary senti ments, with all participants accepting and upholding joint values. Alternatively, other studies describe organizations as comprising potentially divided interests, which utilize collective values for sectional advantage. An assumption common to both perspectives is that organizational events have single, fixed meanings to all parties. Organizational culture, it seems, is about either pervasive unity or pervasive division. Using empirical materials, it is argued that sentiments and events celebrating the unique identity of machinists in one firm were simultaneously the vehicle for the assertion of boundary and division between interests within this group. Organizational events and processes were capable of multiple interpretation. This theme prompts some concluding generaliza tions, which suggest that organizational culture is defined specifically by processes of constraint between intra-group interests.

EPDF and EPUB available Open Access under CC-BY-NC-ND licence. Groups most severely affected by COVID-19 have tended to be those marginalised before the pandemic and are now being largely ignored in developing responses to it. This two-volume set of Rapid Responses explores the urgent need to put co-production and participatory approaches at the heart of responses to the pandemic and demonstrates how policymakers, health and social care practitioners, patients, service users, carers and public contributors can make this happen. The second volume focuses on methods and means of co-producing during a pandemic. It explores a variety of case studies from across the global North and South and addresses the practical considerations of co-producing knowledge both now - at a distance - and in the future when the pandemic is over