Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice
Abstract This article places ambiguity at the centre of Human Resource Management theory and practice of organizational culture and advances a multi‐dimensional framework that makes productive use of tensions between cultural integration and differentiation. Providing an illustrative analysis of Gre...
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crwiley:10.1111/1748-8583.12472 2024-06-02T08:07:24+00:00 Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice Muhr, Sara Louise Holck, Lotte Just, Sine Nørholm 2022 http://dx.doi.org/10.1111/1748-8583.12472 https://onlinelibrary.wiley.com/doi/pdf/10.1111/1748-8583.12472 https://onlinelibrary.wiley.com/doi/full-xml/10.1111/1748-8583.12472 en eng Wiley http://creativecommons.org/licenses/by/4.0/ Human Resource Management Journal volume 32, issue 4, page 826-843 ISSN 0954-5395 1748-8583 journal-article 2022 crwiley https://doi.org/10.1111/1748-8583.12472 2024-05-03T11:53:15Z Abstract This article places ambiguity at the centre of Human Resource Management theory and practice of organizational culture and advances a multi‐dimensional framework that makes productive use of tensions between cultural integration and differentiation. Providing an illustrative analysis of Greenland Police, we identify a clash between a strong integrational pull and a similarly powerful differentiating force, involving an integrated occupational culture and differentiated national sub‐cultures. This clash, we show, becomes productive when organizational members articulate and enact ambiguous identities. Emphasising the contextuality of organizational culture, we do not believe the empirical findings to be generalisable, but, instead, offer the analytical framework for studying multi‐dimensional organizational culture as our main contribution. Conceptually, we emphasise how ambiguity is articulated in and between integration and differentiation, thus enhancing the relationality of the dimensions. The practical aim is to set ambiguous dynamics in motion that enable productive relations between different cultural dimensions. Article in Journal/Newspaper Greenland Wiley Online Library Greenland Human Resource Management Journal 32 4 826 843 |
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Wiley Online Library |
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description |
Abstract This article places ambiguity at the centre of Human Resource Management theory and practice of organizational culture and advances a multi‐dimensional framework that makes productive use of tensions between cultural integration and differentiation. Providing an illustrative analysis of Greenland Police, we identify a clash between a strong integrational pull and a similarly powerful differentiating force, involving an integrated occupational culture and differentiated national sub‐cultures. This clash, we show, becomes productive when organizational members articulate and enact ambiguous identities. Emphasising the contextuality of organizational culture, we do not believe the empirical findings to be generalisable, but, instead, offer the analytical framework for studying multi‐dimensional organizational culture as our main contribution. Conceptually, we emphasise how ambiguity is articulated in and between integration and differentiation, thus enhancing the relationality of the dimensions. The practical aim is to set ambiguous dynamics in motion that enable productive relations between different cultural dimensions. |
format |
Article in Journal/Newspaper |
author |
Muhr, Sara Louise Holck, Lotte Just, Sine Nørholm |
spellingShingle |
Muhr, Sara Louise Holck, Lotte Just, Sine Nørholm Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice |
author_facet |
Muhr, Sara Louise Holck, Lotte Just, Sine Nørholm |
author_sort |
Muhr, Sara Louise |
title |
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice |
title_short |
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice |
title_full |
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice |
title_fullStr |
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice |
title_full_unstemmed |
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice |
title_sort |
ambiguous culture in greenland police: proposing a multi‐dimensional framework of organizational culture for human resource management theory and practice |
publisher |
Wiley |
publishDate |
2022 |
url |
http://dx.doi.org/10.1111/1748-8583.12472 https://onlinelibrary.wiley.com/doi/pdf/10.1111/1748-8583.12472 https://onlinelibrary.wiley.com/doi/full-xml/10.1111/1748-8583.12472 |
geographic |
Greenland |
geographic_facet |
Greenland |
genre |
Greenland |
genre_facet |
Greenland |
op_source |
Human Resource Management Journal volume 32, issue 4, page 826-843 ISSN 0954-5395 1748-8583 |
op_rights |
http://creativecommons.org/licenses/by/4.0/ |
op_doi |
https://doi.org/10.1111/1748-8583.12472 |
container_title |
Human Resource Management Journal |
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32 |
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4 |
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826 |
op_container_end_page |
843 |
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1800752483689037824 |