Title page -- Copyright page -- Contents -- Notes on Contributors -- Abstracts -- Expanding the Field of Organizational Anthropology for the Twenty-first Century -- PART I: Critique and Theory -- CHAPTER 1: The Organization of Anthropology and Higher Education in the United States -- Anthropology's Uneasy Relationship with the Industrialized World -- An Organizational Anthropology of Higher Education -- Economic Anthropology/Political Economy -- Big Men -- Disciplines and Professions -- Marketizing Mixed Economies -- Social Structure/Social Organization -- Nature and Culture, Classification, Worldview -- Taylorism as a Worldview -- Conclusion -- Notes -- References -- CHAPTER 2: The Changing Rhetoric of Corporate Culture -- "There's Nothing Wrong with the Corporate Culture Here" -- M&A and the Struggle for Value -- Cultural Collisions -- Corporate Performance -- IT and New Media - An Industrial Revolution in Cultural Production -- A Native-View Paradigm: Culture and HR -- Flexible Accumulation and the Rationalization of Consciousness -- Acknowledgment -- Notes -- References -- CHAPTER 3: New Institutional Approaches to Formal Organizations -- Introduction -- Theoretical Background -- Potential Contributions of Anthropology to New Institutional Research -- Institutional Characteristics of Formal Organizations -- Toward a New Institutional Anthropology -- Actors -- Interactions -- Multiple Perspectives -- Conclusion -- Notes -- References -- CHAPTER 4: Entrepreneurship Studies -- Introduction -- The Direct Contribution of Social Anthropology to Our Understanding of Entrepreneurship -- Potential Future Contribution of Social Anthropology -- Alex Stewart - Entrepreneurship and Family Business -- Ana Maria Peredo: Community Studies, Indigenous and Sustainable Entrepreneurship -- Countering Positivism-Interpretivism.

Peter Rosa: Countering Ethnocentrism in Entrepreneurship Research -- The Firm as a Unit of Analysis? -- Entrepreneurship Driven by Necessity? -- D. Douglas Caulkins: High Technology Entrepreneurs, Methods, and Social Entrepreneurship -- Social Entrepreneurship -- Teaching Entrepreneurship -- Practicing Social Entrepreneurship -- Conclusion -- Countering Ethnocentrism -- Avoiding Overgeneralization -- Notes -- References -- CHAPTER 5: Neurological Model of Organizational Culture -- Introduction -- Three Key Paradigms -- Connectomics and New Human Brain Research Methodology -- Imagination-Imaging -- Neurological Theory of Cultural Learning -- Image Process and Meaning-Creation Inside the Brain -- What Is Cultural Learning? -- Implications for Organizational Studies -- Network Theory -- Ethnographic Case Study of a Retirement Party at MTC Company -- Cognitive and Emotional Connectivity -- Conclusion -- Note -- References -- PART II: Methods and Analysis -- CHAPTER 6: Social Networks and Organizations -- Network Theory -- Domains of Network Theorizing -- Units of Analysis -- Methodology -- Data Collection -- Visualization -- Quantitative Analysis -- Conclusion -- Notes -- References -- CHAPTER 7: A Mixed-Methods Approach to Understand Global Networked Organizations -- What Is Network Analysis? -- Historical Relationships of Anthropology and Network Analysis -- Anthropology's Present Contribution to Network Analysis -- A Case Example of Mixing Methods to Study Global Networked Organizations -- Diffusion Networks -- Automated Data Collection Process -- Digital Diffusion Dashboard -- Ethnographic Data Collection -- Comparison of Automated and Ethnographic Network Analysis Results -- The Emotion -- Team Collaboration -- Conclusion -- Future Relationship of Anthropology and Network Analysis -- Notes -- References.

CHAPTER 8: Measuring Organizational Dynamics -- Origins and Development -- Fatalism (Strong Grid Constraints, Weak Group Involvement) -- Hierarchy (Strong Grid Constraints, Strong Group Involvement) -- Enclaves (Weak Grid Constraints, Strong Group Involvement) -- Individualism (Weak Grid Constraints, Weak Group Involvement) -- The Application of Cultural Theory to Organizations: 10 Cases -- Operationalizing Cultural Theory through LISTOR/SPARCK -- Acknowledgment -- Notes -- References -- CHAPTER 9: Semiotics of Organizations -- Introduction -- Understanding Organizations through Circulation and Commensuration -- Semiotics of Commensuration -- The Buraku Situation -- A New Space for Work and Descent: Labor, Constitutional Law, and Grassroots Organizing -- "Our Grandparents' Time" - Connecting Buraku Past to Dalit Present -- Pain, Violence, and the Vicissitudes of Commensuration -- Conclusion -- Notes -- References -- CHAPTER 10: An Ethnography of Numbers -- Introduction -- Numbers in Ethnography -- A Study of Waste -- A Recycling System -- Collecting Numbers -- Doing Something with Numbers? -- Numerical Inaction -- Ethnography of Numbers -- Conclusion -- Notes -- References -- CHAPTER 11: Managing Conflict on Organizational Partnerships -- Partnerships and Their Challenges -- Adapting an Acculturation Model for Partnerships -- Selecting an Appropriate Case Study -- Data and Methods -- Observation -- Interviews -- Content Analysis -- The Meeting Excerpt -- Segment 1 -- Segment 2 -- Segment 3 -- Characterization of the Conflict -- Prevalence of the Conflict -- Sources of the Conflict -- Autonomy -- Convergence -- Interaction between Autonomy and Convergence -- Counteractions to the Conflict -- Modeling the Conflict -- Thinking Anthropologically about Managing Conflict -- Holism -- Emic Perspective -- Critique of the Acculturation Model.

Proposing Solutions for the Future -- Recommendation 1: Reexamine the Benefits and Costs of Convergence -- Recommendation 2: Strengthen the Commitment to Convergence -- Recommendation 3: Improve Program Effectiveness -- Conclusions -- Note -- References -- PART III: Organizational Processes -- CHAPTER 12: Working on Work Organizations -- Changing Work -- Intention and Design -- Methodological Implications -- References -- CHAPTER 13: Organizational Innovation Is a Participative Process -- Introduction -- Organizational Innovation: The Conceptualization Either as Organizational Development or as Change Management -- Modeling Organizational Innovations -- Institutionalized Support Structures for Organizational Innovation -- Innovation at Work: Two Narratives -- Toolmaker -- Small Town Public Administration -- Conclusion -- Notes -- References -- CHAPTER 14: Communities of Practice -- Introduction -- Communities of Practice: Definitions and Theory -- Identity and Belonging -- Communities of Practice Theory in Education -- Enhancing Teacher Training and Professional Development -- Enhancing Student Learning -- Workplace Communities of Practice -- Knowledge Management -- Organizational Learning -- Customer Support -- Innovation -- A Word about Communities of Practice and Anthropology -- Virtual Communities of Practice -- Communities of Scientific Practice -- Communities of Scientific Practice: A Case Study -- Conclusion -- References -- CHAPTER 15: Organizational Networks and Social Capital -- Introduction -- The Concept of Social Capital -- The Four Types of Social Capital in Organizations -- Structure -- Organizational Social Capital -- Ownership and Derived Goods of Social Capital in Organizations -- Case: The Danish Cooperative Dairy Movement -- The "Era of Associations" in Denmark -- The Rise of a Cooperative Dairy Movement.

Religious Conflicts and the Creation of Harmful Bonding Social Capital -- Perspectives -- Note -- References -- CHAPTER 16: American Labor Unions as Organizations -- Introduction -- Private versus Public -- Industrial versus Craft Model -- Structure from Local to National -- The Legal Framework for Unions -- Where Laws Fail, Policy Fills In -- The Function of Labor Unions -- Dismembering Worker Collective Action -- Radical Changes in Leadership -- Additional Roles of Unions -- Mirroring Management -- Back to the Future -- The Organizing Model: What Went Wrong? -- Remember the Members? -- Global Challenges to Organized Labor -- Conclusion -- References -- CHAPTER 17: Virtual Organizations -- Introduction -- Virtual Teams -- Virtual Communication in the Workplace -- Mobile Work and Telework -- Placeless Organizations -- Virtual Communities and the Anthropology of the Internet -- The Internet as a Tool for Inreach -- The Internet as a Tool for Outreach -- The Internet as a Tool for Sociality -- Overarching Themes -- Contributions of an Ethnographic Approach -- The Integration of Online and Offline Life -- Strong Presence of Applied Anthropologists -- Conclusion -- Acknowledgments -- References -- CHAPTER 18: Sustaining Social Sector Organizations -- Introduction -- The Sustainability Paradigm -- The CDA's Struggle with Sustainability -- NGO/Social Sector Organizational Strategy -- Funding Sustainability -- Personnel Sustainability -- Programming for Sustainability -- Process Perspective: Collins' Good to Great -- Developing Measurements of Success in the Social Sector -- Level 5 Leadership: Activity with Diffuse Authority -- Personnel: Getting the Right People on the Bus -- The "Hedgehog" Concept: Finding a Resource Engine -- Turning the Flywheel by Building the Brand -- Conclusion -- References -- PART IV: Globalization, Development, and Modernization.

CHAPTER 19: The Contemporary World of Finance.