Suchergebnisse

Identifying the rule (what does a legal rule look like?) -- Whose rule is is? (sorting out subject matter and jurisdiction in the legal mess and finding a direction for your research) -- What you need to know about court structure, case law, and our three branches -- Finding the legal rule -- Issue, rule, application and conclusion -- Determining the legal issue and the legally relevant facts -- The rule, synthesizing the rule, and explaining the rule -- Rule application -- Methods of rule application -- The legal memo -- Onward and upward--persuasion.

Cultures are dynamic, shared mindsets that, in organizational settings, are usually believed to be nationally or organizationally based. In this paper, the existence of industry cultures is explored. Previous studies of industry-based cognitive constructs have narrowly focused on top managers' mental models for strategic decision making. Here, broad-based assumption sets comprising the cultural knowledge widely shared among organizational participants within two industries (fine arts museums and California wineries) are surfaced and compared. A cognitive definition of culture and a modified ethnographic methodology frame the inquiry. The research process balances the requirements of the inductive method with the logistics of doing research in settings as broad in scope as "industry" and into issues as amorphous as "culture in modern organizations." This process involves the selection and in-depth interviewing of 96 informants in 12 organizations, representing a cross-section of members of these two industries. The distinct assumption sets that surface for each industry demonstrate, among other things, substantial differences in conceptualizations of membership, competition, the origins of "truth," the purpose of work, and the nature of work relationships. The findings suggest that the current narrow focus in research on industry-based cognitive constructs can be productively broadened to include a fuller range of cultural elements and a wider set of industry participants. The surfacing of distinct industry mindsets reinforces the emerging belief that a multiplicity of dynamic, shared mindsets exist within an organization's environment. A new cognitive lens—that of industry—is offered, through which scholars and managers alike can view behavior in organizational settings.

This article argues that different contexts in politics, economics, and society have shaped existing conceptions of culture in the field of international cross cultural management research, such as cross-national comparison (CNC) and intercultural interaction. This has led to different assumptions about culture that have, in turn, influenced research methodologies and research questions. An examination of recent changes that have impacted on work realities, and hence the research context, leads us to conclude that the assumptions underlying the dominant CNC perspective, as well as a fundamental construct in the intercultural interaction perspective, no longer fit most work contexts. We describe the multiple cultures perspective as an alternative research paradigm for investigating culture, since its underlying assumptions are shaped by the new work realities. Finally, we explore some key issues and challenges for researchers in the field that influence the way research is currently conducted and will be conducted in the future.

This article explores how librarians and lecturers at the University of California, Berkeley, worked together to make their union more participatory in a context of increasing corporatization in public higher education. Written as a case study, we examine this ongoing revitalization process initiated by lecturers in the summer of 2016 and how it transformed librarian activism and bargaining strategy. For context, we also examine the history and unique nature of the University Council–American Federation of Teachers, the union representing both librarians and lecturers. We discuss why librarians had become ambivalent about their union and how an active group of librarians changed the culture in the organization and worked to bring members' voices into the 2018/2019 librarian contract negotiations. Engaging membership and encouraging participation required a group of committed organizers, with the support of paid union staff, to actively seek feedback from members, to communicate regularly, and to organize solidarity events. Throughout this process, the local worked to build coalitions with other campus unions, and members became increasingly aware of the important role unions play in protecting and advancing the mission of a public university and as a site for social justice activism.

Crossing Cultures provides a bold and refreshing new resource for teachers and trainers with proven methods for developing coping strategies and problem-solving skills in the cross-cultural arena. A comprehensive study structured to provide a framework for teaching; each chapter contains a teaching module, highlighting the potential difficulties, dialogues and variations in cross-cultural teaching. Ideal for those teaching Business across borders, this is a uniquely practical guide that features contributions from the leading lights of the field.