Cultural complexity in large organisations

Abstract

This chapter presents the key concepts and perspectives involving cultural diversity in large organisations. The concept of a large homogenous organisations culture is questioned using the case study of a large Higher Educational Institution and arguments are made for adopting a differentiation perspective. With this new perspective, employee subcultures are viewed in terms of diversity and uniformity. The nature of diversity in the long term is considered through the findings of a longitudinal study of the Higher Educational Institution. The diversity in the organisation is considered in terms of intergenerational diversity through a study the student’s values and perception. Finally, the strategic effect of complexity in organisations is considered in terms of the evolutionary nature of strategy.