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Bridging Corporate Culture and Organizational Networking: An introduction of Interorganizational Culturing from an Actor-Network Perspective
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2014 (English)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Organizational Networking is an eminently modern concept and has been more and more investigated by scholars in recent years. However, little research has focused on the impact of Organizational Culture on Organizational Networking. The reason of this is that there is a duality in the field of culture between culture within organizations and culture within organizational networks. We argue that none of those stances alone can provide a comprehensive view of cultural phenomena within networking organizations and that a new perspective should be taken. In order to investigate the subject, we bring in the concept of Interorganizational Culturing and investigate it from an Actor-Network Theory perspective, which leads us to the following research question: which are the actors of Interorganizational Culturing in a networking organization?

To gain insight on the topic, we have searched for theories on cultures within both the scope of organizations and organizational networks to build upon. In order to illustrate our research, we have conducted unstructured interviews in accordance to Actor-Network Theory principles. Our investigation was led through the use of convenience sampling method and was performed with six large Swedish organizations which activities differ and size varies.

Our findings suggest that there are both structural and cultural actors to Interorganizational Culturing, the latter being the ones that can be influenced by the organization. The Actor-Network Theory perspective enabled us to show that many of the dynamics are sparked by nonhuman entities such as components or Organizational Culture (values, beliefs, behaviours). Therefore managers should reflect upon the fact that the potential of improving interorganizational collaboration in their organization lies in their very hands and that they should ask themselves the following question: how ready are we to collaborate more in order to compete better?

Place, publisher, year, edition, pages
2014. , 99 p.
Keyword [en]
Organizational Culture, Corporate Culture, Organizational Networking, layers of organizational culture, Actor-Network Theory, Network forms of organizations
National Category
Business Administration
URN: urn:nbn:se:umu:diva-91125OAI: diva2:734101
Educational program
Master's Programme in Management
2014-06-05, N350, Natural Sciences Building, Umea, 08:15 (English)
Available from: 2014-08-11 Created: 2014-07-14 Last updated: 2014-08-11Bibliographically approved

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