Abstract
Chapter 5 highlighted the significance of Giddens’ structuration theory for explaining the organisational culture of the Qatari gas industry based on the three structures of domination (power), signification (meaning) and legitimation (morality). The chapter concluded with a note about the difficulty of applying a structurational approach to organisational cultural analysis due to three main concerns, which, however, open interesting avenues for reflexion.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Giddens (1984: 377).
- 2.
Giddens (1984) note 1 at 283.
- 3.
Walsham (2002: 359, 375).
- 4.
See for example the work of both Gregson and Stinchcombe. In general see Gregson (1989) and Stinchcombe (1990: 56).
- 5.
Walsham (1993: 70).
- 6.
Whittington (1992: 694).
- 7.
Yates (1997: 159).
- 8.
Giddens (1990: 310).
- 9.
Yates (1997: 161–162).
- 10.
Jones (1998: 103).
- 11.
Walsham (2001: 18).
- 12.
Walsham note 11 at 18.
- 13.
In general see Hofstede (1984), Hofstede (2003), Hofstede and Hofstede (2005) and Friedman (1975, 1986, 1997).
- 14.
Brannen and Salk (2000: 478).
- 15.
Park and Gerardo (1997: 282).
- 16.
Hennart and Larimo (1998: 519).
- 17.
Chiang (2000: 1547) and McCoy et al. (2005: 212).
- 18.
Hofstede (2003: 9).
- 19.
Hofstede defines dimensions as aspects of culture “that can be measured relative to other cultures”. While the first four dimensions were formed between 1968 and 1973, the fifth dimension, Long-Term Orientation, was developed in 1985. See Hofstede (2003: 23 and 351).
- 20.
Hofstede (1984: 83–84, 2003: 359).
- 21.
Hofstede and Hofstede (2005: 23).
- 22.
Jacob (2005:514) and Fernandez et al. (1997: 44).
- 23.
Patel and Psaros (2002: 314).
- 24.
Baskerville (2003: 3).
- 25.
Cray and Mallory (1998: 141).
- 26.
Gerhart and Fang (2005: 972).
- 27.
See Footnote 24.
- 28.
In general see Myers and Tan (2002).
- 29.
In general see Myers and Tan note 28.
- 30.
See Footnote 29.
- 31.
See Footnote 29.
- 32.
Friedman (1986: 13).
- 33.
Zweigert et al. (1998: 2).
- 34.
Cotterrell (1997: 13–15), Nelken (2001: 7) and Nakata (2009: 13).
- 35.
Cotterrell note 34 at 29.
- 36.
Friedman (1975: 223) and Cotterrell note 34 at 17.
- 37.
Cotterrell note 34 at 14.
- 38.
Nelken (2001: 26).
- 39.
Friedman (1997: 35).
- 40.
Al-Emadi and Al-Asmakh (2006: 809).
- 41.
Cotterrell (1997: 14).
- 42.
Cotterrell note 41 at 15.
- 43.
Tsui et al. (2007: 465).
- 44.
McSweeney (2009: 937).
- 45.
Giddens (1984: 29).
- 46.
In general see Whittington (1992).
- 47.
Whittington note 46 at 697.
- 48.
Whittington (1992: 697).
- 49.
Nicholson and Sahay draw on Sahay and Walsham’s framework to explore the influence of rules and resources in shaping the agency of Indian Managers. In general see Sahay and Walsham (1997) and Nicholson and Sahay (2001).
- 50.
Sahay and Walsham (1997: 441).
- 51.
Giddens (1979: 69).
- 52.
The term “cultural dope” portrays “a member of the society as one who operates by the rules when one is talking about the anxiety that prevents him from permitting a situation to develop, let alone confronting a situation, in which he has the alternative of acting or not with respect to a rule.” See Garfinkel (1967: 69–70) and Nicholson and Sahay (2001: 69–70).
- 53.
Walsham (2002: 362).
- 54.
Gregory (1983: 365 and 359).
- 55.
Parker (2000: 1).
- 56.
McGrath (2003: 47).
- 57.
Walsham (2001: 7).
- 58.
Riley (1983: 415) and Parker (2000: 78 and 94).
- 59.
Riley note 58 at 415.
- 60.
Murray and Willmott (1997: 171).
- 61.
Tsui et al. (2007: 465).
- 62.
McSweeney (2009: 936).
- 63.
See Footnote 59.
- 64.
Giddens (1984: xvii).
- 65.
Giddens 1984 note 64 at xxix.
- 66.
Walsham (2001: 6).
- 67.
Walsham (1997: 473).
- 68.
Giddens 1984 note 64 at xxx.
- 69.
Walsham (1993: 7).
- 70.
See Footnote 8.
- 71.
Pawson (1996: 296).
- 72.
Walsham note 69 at 7.
- 73.
Orlikowski and Robey (1991: 145).
- 74.
See Footnote 51.
- 75.
Smircich (1983: 342).
- 76.
Smircich note 75 at 347 and 343–344.
- 77.
Smircich note 75 at 347.
- 78.
Smircich note 75 at 348–351.
- 79.
Smircich (1983: 355).
- 80.
Smircich note 79 at 355.
- 81.
Riley (1983: 415).
- 82.
Riley note 81 at 415.
- 83.
See Footnote 82.
- 84.
Edwards (2000: 446).
- 85.
Giddens (1984: 25).
- 86.
Goss and Lindquist (1995: 344).
- 87.
Garnsey (1992: 15) and Riley (1983: 417).
- 88.
Garnsey note 87 at 14.
- 89.
Garnsey note 87 at 15; and Riley note 87 at 417.
- 90.
Kim (2001: 51) and Bond and Sabourin (2000: 297).
- 91.
Kim et al. (2006: 4–5) and Li (2010: 109).
- 92.
Smith and Bond (2003: 53).
- 93.
Bond and Sabourin (2000: 297), Smith and Bond (2003: 53), Bond (2002: 73), Bond and Smith (1996: 266) and Tsui et al. (2007: 468).
- 94.
Cultural psychology is an interdisciplinary subfield that began to re-emerge “at the interface of anthropology, psychology, and linguistics”. It studies “the way cultural traditions and social practices regulate, express, transform, and permute the human psyche, resulting less in psychic unity for humankind than in ethic divergence in mind, self and emotions.” See Schweder and Sullivan (1993: 497) and Schweder (1990: 1).
- 95.
Kim (2000: 265).
- 96.
Pike (1967: 37), Berry (1999: 167) and Helfrich (1999: 132).
- 97.
Pike (1967: 37).
- 98.
Helfrich (1999: 133).
- 99.
Smith et al. (2006: 276).
- 100.
Segall et al. (1999: 39).
- 101.
Pike note 97 at 40–41.
- 102.
Kim et al. (2006: 5) and Helfrich (1999: 133).
- 103.
Helfrich (1999: 136).
- 104.
Helfrich note 103 at 136.
- 105.
See Footnote 104.
- 106.
Helfrich note 103 at 137.
- 107.
See Footnote 106.
- 108.
See Footnote 106.
- 109.
See Footnote 104.
- 110.
Pike (1967: 40).
- 111.
Kim (2000: 265–266) and Segall et al. (1999: 23).
- 112.
See Footnote 99.
- 113.
Helfrich (1999: 132).
- 114.
McSweeney (2002: 111).
- 115.
Romani (2009: 160).
- 116.
McSweeney (2009: 939).
- 117.
Helfrich (1999: 137).
- 118.
Segall et al. (1999: 23).
- 119.
Smith and Bond (2003: 46).
- 120.
Bond (2002: 75).
- 121.
Smith and Bond note 119 at 73.
- 122.
Helfrich note 117 at 137.
- 123.
Prasad (1997: 104).
- 124.
Pike (1967: 41).
- 125.
Pike note 124 at 41.
- 126.
See Footnote 126.
- 127.
Kim note 126 at 266.
- 128.
Kim et al. (2006: 4).
- 129.
Kim et al. note 128 at 4; and Segall et al. (1999: 39).
- 130.
Tsui (2004: 496 and 500).
- 131.
Kim (2000: 266).
- 132.
Kim note 131 at 268.
- 133.
Tsui note 130 at 498.
- 134.
Kim note 131 at 266.
- 135.
See Footnote 134.
- 136.
In general see Berry (1999:165) and Berry (2000).
- 137.
Berry note 136 at 167.
- 138.
Kim et al. (2000: 67) and Berry (2000: 199).
- 139.
Schweder (1990: 1).
- 140.
Smith et al. (2006: 28).
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2019 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Al-Emadi, T.A. (2019). Conceptualising the Organisational Culture of the Qatari Gas Industry Based on Giddens’ Structuration Theory. In: Joint Venture Agreements in the Qatari Gas Industry. Advances in Science, Technology & Innovation. Springer, Cham. https://doi.org/10.1007/978-3-030-12623-0_6
Download citation
DOI: https://doi.org/10.1007/978-3-030-12623-0_6
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-12622-3
Online ISBN: 978-3-030-12623-0
eBook Packages: Earth and Environmental ScienceEarth and Environmental Science (R0)