- The Oxford Handbook of Management
- List of Figures
- List of Tables
- List of Contributors
- Introduction and Theoretical Overview: Management—Past, Present, and Future
- Scientific Management
- Human Relations
- Operations Management
- Peter F. Drucker’s Management by Objectives and Self-Control
- Studying Culture in Organizations: Not Taking for Granted the Taken-for-Granted
- The Opening Up of Organization Theory: Open Systems, Contingency Theory, and Organizational Design
- Future in the Past: A Philosophical Reflection on the Prospects of Management
- Managing People: Understanding the Theory and Practice of Human Resources Management
- Managing Operations
- Managing Projects
- Managing Data, Information, and Knowledge
- Managing Meaning—Culture
- Management and Leadership
- Fragmentation in Strategic Management: Process and Agency Issues
- Management Practice—and the Doing of Management
- Managing Change
- Management as a Practice of Power
- Management and Morality/Ethics—The Elusive Corporate Morals
- Management and Modernity
- Evidence-Based Management
- Management Education in Business Schools
- Management as an Academic Discipline?
- Culture, Context, and Managerial Behaviour
- International Management
- Management and Consultancy: Ambivalence, Complexity, and Change
- Author Index
- Subject Index
Abstract and Keywords
Management of meaning, an activity central to mobilizing action both inside and outside organizations, has been studied in the analyses of organizational culture, identity, change, innovation, stakeholder management, and environmental enactment. This review of the conceptual and empirical work in these areas suggests that although meaning-making involves managing symbols, it is not concerned only with symbolic actions and their consequences. Meaning-making is central to the generation of substantive actions that affect organizations and their strategies in fundamental ways. Greater research attention to the importance of meaning management as a managerial and organizational capability, and the links between organizational cultures as systems of beliefs, and the societal culture as a toolkit, is recommended.
Violina P. Rindova is the Ralph B. Thomas Professor of Business at the McCombs School of Business, University of Texas at Austin and a Fellow of the IC2 Institute of the University of Texas at Austin. She received a JD from Sofia University, Bulgaria, an MBA from Madrid Business School—University of Houston, Spain, and a Ph.D. from The Stern School of Business, New York University. Her research focuses on value creation, intangible assets, and the dynamics of competitive advantage in a variety of industries.
Santosh Srinivas, McCombs School of Business, The University of Texas at Austin
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.