Preface -- 1 Introduction -- 1.1 Theoretical Objectives -- 1.2 Theoretical Frames of Reference -- 1.3 Knowledge-intensive Companies -- 1.4 Constraints -- 1.5 The Structure of the Book -- 2 Description of Enator AB -- 2.1 Enator's History: 1977-87 -- 2.2 Enator at the Time of the Case Study (1987) -- 2.3 Something about Enator's Functioning and Management -- 2.4 The Pronator Group -- 2.5 Market and Competitive Conditions -- 3 Culture Theory -- 3.1 The Culture Concept and Theories about Culture -- 3.2 Organizational Culture Research -- 3.3 Symbolism and Organizational Symbolism -- 3.4 Summary -- 4 Qualitative Research and Philosophy of Science -- 4.1 Interpretative Research -- 4.2 The Importance of Metaphors in Research -- 4.3 Avoiding the Objectivism and Relativism Traps -- 4.4 Research Texts which Stimulate Dialogue -- 4.5 Culture Research -- 4.6 The Method in the Present Study -- 5 A Socialization Sequence: Course in Project Management Philosophy -- 5.1 On Socialization in Organizations -- 5.2 The Project Management Philosophy Course from a Socialization Perspective -- 5.3 Course Objectives -- 5.4 The Course as a Social-Integrative Management Instrument -- 5.5 On the Processing of Social Information -- 5.6 Comments on the Socialization Process from the Social Information Processing Perspective -- 5.7 Summary and Comments -- 6 A Flat Pyramid. A Symbolic Processing of Organizational Structure -- 6.1 Organizational Structure -- 6.2 Enator's Organizational Structure -- 6.3 The Organization of the Consultancy Projects -- 6.4 Enator in Terms of Mintzberg's Configurations -- 6.5 Adhocracy -- 6.6 Adhocracy: Conclusions -- 6.7 Organizational Structure in a Dynamic Perspective -- 6.8 Organizational Structure from the Cultural Perspective -- 6.9 Conclusion -- 7 Corporate Culture and the Organizational Climate -- 7.1 Corporate Culture in General.

7.2 Corporate Culture at Enator: Content -- 7.3 Cultural Forms of Expression and Transmission -- 7.4 Organizational Rites at Enator -- 7.5 The Enator Building -- 7.6 A Brief Flashback to the Development of Ritual Forms -- 7.7 Comments on Rites and Other Symbolic Forms at Enator -- 7.8 The Depth of Symbolism -- 7.9 Does Enator Form a Distinct Corporate Culture? -- 7.10 Organizational Climate at Enator -- 7.11 What Determines the Corporate Culture and the Organizational Climate? -- 7.12 Summary -- 8 Leadership as Social Integrative Action -- 8.1 A Note on Leadership Research and a Thesis -- 8.2 Leadership during the Expansion of Enator -- 8.3 The Founders -- 8.4 Charisma as an Attributed Characteristic -- 8.5 Management Principles and Corporate Culture -- 8.6 Integration, Differentiation and Fragmentation -- 8.7 The Company as an Institution -- 8.8 Leadership as Social Integrative Action -- 8.9 Discussion and Conclusions -- 9 Personnel and the Work Situation -- 9.1 Work Conditions, Strains at Work -- 9.2 The Importance of the Organization for the Work Situation -- 9.3 Cultural Influence and Awareness of Problems -- 9.4 Enator and Trade Unionism -- 9.5 Summary of Chapter 9 -- 9.6 Summary of Some of the Themes in Chapters 7-9: Management and the Job Situation for Personnel -- 10 The Business Concept as a Symbol -- 10.1 The Notion of the Business Concept -- 10.2 Enator's Business Concept -- 10.3 A Mystery -- 10.4 Possible Functions of a Business Concept -- 10.5 Proposals for Extending the Notion of the Business Concept -- 10.6 The Symbolic Value of the Business Concept -- 11 Strategy -- 11.1 The Strategy Concept in General Terms -- 11.2 Critical Comments on the Strategy Concept -- 11.3 Enator's Development from a Business and Strategy Perspective -- 11.4 The Internationalization Strategy -- 11.5 An Emergent Strategy.

11.6 The Formation of Strategy in Adhocracies -- 11.7 Strategy Development at Enator -- 11.8 Cultural Aspects of Strategy -- 12 Marketing - External and Internal -- 12.1 Marketing of Services -- 12.2 The Service Marketing Concept -- 12.3 Industrial Marketing -- 12.4 The Marketing of Professional Services -- 12.5 Standardized and Situationally-adapted Production of Services -- 12.6 A Classification of Marketing Situations -- 12.7 Marketing at Enator -- 12.8 Internal Marketing -- 12.9 Internal Marketing at Enator -- 12.10 Summary -- 13 Integration and Contradictions -- 13.1 Forms for Organizing Exchanges -- 13.2 A Model for Forms for Arranging Exchanges in Companies -- 13.3 Enator in Terms of Formal Organization, Market, Circle and Clan -- 13.4 Integration of Various Organizational Forms -- 13.5 An Integrative Model Describing how Enator Functions -- 13.6 Contradictions and Divergence -- 14 Corporate Control via Symbols -- 14.1 Structural Sources of Disintegration -- 14.2 Some Crucial Dimensions of Corporate Operations -- 14.3 Key Symbols at Enator -- 14.4 Cataloguing Symbols -- 14.5 A Symbolic Typology for the Study of Companies -- 14.6 Corporate Dimensions and Types of Symbols -- 14.7 Final Comments on the Significance and Symbolism in Management -- 14.8 Comparison with Other Studies of Knowledge-intensive Companies -- 14.9 Conclusions -- References.