THE EFFECT OF ORGANIZATIONAL CULTURE ON COMMUNICATION AND INFORMATION*

Authors

  • Andrew D. Brown,

    Corresponding author
    1. School of Management and Finance, University of Nottingham
      Address for reprints: Andrew D. Brown, School of Management and Finance, University of Nottingham, University Park, Nottingham NG7 2RD, UK.
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  • Ken Starkey

    1. School of Management and Finance, University of Nottingham
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  • *

    The helpful advice and guidance of David Ellis during the conduct of this research is here gratefully acknowledged, as are the helpful suggestions of the four anonymous reviewers.

Address for reprints: Andrew D. Brown, School of Management and Finance, University of Nottingham, University Park, Nottingham NG7 2RD, UK.

ABSTRACT

The aim of this article is to demonstrate the importance and utility of the notion of organizational culture for scholars and practitioners in the field of information studies. It presents a theoretical and empirical examination of the effects of culture on communication and information in organizations. First, the concepts of organizational culture, information and communication are briefly explored. Then a case study of the effects of organizational culture on communication and information is presented. In particular, we make a detailed examination of how attitudes to communication and information that had their roots in a dominant organizational culture were a strong influence on the demise of the company (which was ultimately acquired by a stronger firm).

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