Subordinate Views in Supervisory Conflict Situations: Peering into the Subcultural Chasm
基于100个美国案例，通过两阶段内容分析归纳出反映下属亚文化信念的自下而上模型，并与主流组织文化的法律、问题解决和权力模型在六个文化维度上对比，揭示亚文化意义建构中的昵称和讲故事过程。
Workplace conflict has traditionally been approached with legalistic, problemsolving, and power-oriented models. Most dominant organization cultures embody a combination of these models' assumptions. Based on 100 case studies from the United States, a bottom-up model reflecting the beliefs prevailing in subordinate subcultures is inductively developed via a two-stage content analysis. The key assumptions of all four models are contrasted along six cultural dimensions: namely, the nature of relationships, truth/reality, analytic determinations, evidence, time, and the consequences of grieving. The processes of nicknaming and story telling through which subcultural meanings are commonly constructed also receive close scrutiny.