conceptualization 46, 47 abstract relationships 435–6 academic context 18–19 academic theory, soft/hard 21, 21–2, 39–50 access legitimacy, in diversity management 67 accommodators 47 accountability 594, 595 case example 599–601 protecting 599–602 accountancy 218–19, 597 accounting as a technology 213 case example 598 expertise 220 see also audit; management accounting accountants preponderance of 213, 217–18 technical roles 220 accounts (stories) communication content 24 communication frameworks 25 first-order 22 local 20, 21, 24–5 in the media 26 popular 20, 21, 25–35 for further detail, see popular accounts second-order 26 third-order 26 accumulation flexible 594 reflexive 594 achievement, need for 287–8, 296 achievement motivation 295–6 achievement-oriented leadership 333 ‘action first’ mentality 22–3 actions, psychological ownership of 297–8 action theories 38 Adelphia 596 adhocracies 140, 145, 146 crafting strategy in 520 administrative (bureaucratic) model of decision making 464, 468, 470–4 administrative man 470 adventure learning 37, 49 affective attachment approach, to commitment 297 affiliation, need for 288 agency, social theory of 482 agency arguments, and business ethics 242, 243–4 aggression, management style, case study 93–5, 119–20 agreement, in managing resistance to change 450 alliances strategic, see strategic alliances supplier–buyer alliances 546 trust options for 575–7 ambiguous figure system 141 analysis of environmental performance 162 force-field analysis 441–2 labour process analysis 213, 218 lifecycle assessment (LCA) 166 paralysis of 520 in strategic planning 520 SWOT (strengths, weaknesses, opportunities and threats) 498, 502–3 value analysis 520 analytical techniques, performance of 11 anarchy, organized 474–5 anti-environmentalism, corporate 174 anti-fads 39 anti-merger strategies 541–3 anxiety of command 201 as narcissistic trait 350 AOL Time Warner 596 Apple Computers 565 APT (automatically programmed tools) 607–8 architecture, organizational structure and 152 Arkwright, Richard 123 artefacts as level of culture 100 non-verbal 115 Arthur Andersen 597 Asea Brown Boveri, and the environment 174 asset specificity, in hybrid networks 556–7 assimilators 47 assumptions, cultural 100 dimensions of 114 atomistic (person) culture 104, 105, 106 attitudes, changing 403, 403 attitudinal commitment 297 audit 219–20 auditing firms 598 questions for auditors 219 see also accountancy authoritarianism 80 authority 125, 131–2, 184, 187 charismatic 131, 131–2, 132 delegation 193 functional 129 ideal types 131, 132 in large organizations 196–7 rational-legal 131, 132, 137 traditional 131, 132 see also power automatically programmed tools (APT) 607–8 autonomous working groups (AWGs) 370–1 in mining 370 Volvo 371–2 autonomy 224 crisis of 440

Dick Foster was a worried man. As Vice President — Production of Image Inc., the sixth-largest sports shoe manufacturer in the world, his cup of sorrow (not water!) was overflowing. His primary producing markets were in shambles. The Asian currency crisis had hit them hard, particularly in Indonesia, Malaysia, and Thailand. Their major sports endorsee, the first pick in last year’s US National Basketball Association (NBA) draft, a rookie already of superstar status, died of a heroin overdose eight months after signing a $70 million endorsement deal with the company. They had signed him up for everything: running shoes, casual shoes, socks, shirts, shorts, wristbands, thighbands, earrings, nose-rings, watches, lotions, and whatever else their new product development people could think of. As Dan Flintstone, their R&D director frequently reminded his colleagues, ‘we literally own his ass: he’s got our logo tattooed right there, or so I’ve been told’. Labour costs all over were increasing and so was labour unrest: last month there were four demonstrations outside their Korean plant. The last one was particularly bad, one worker was killed by the police and several others injured. The local activist, Jae Sae Kim, a highly respected lawyer and a thorn in the side for transnational corporations, was jailed for her part in the demonstrations. Within hours, the international media had descended on the plains of Pusan. Both 48 hours and 60 Minutes did a story, and neither was remotely flattering to the company. After the story broke in the US and European markets, there was bad press everywhere. It was easing off a bit now, but for a while it had seemed like there was a reference to their company, mostly negative, every day.