Award Date

1-1-2004

Degree Type

Thesis

Degree Name

Master of Arts (MA)

Department

Sociology

First Committee Member

Ronald W. Smith

Number of Pages

80

Abstract

Founded in 1982, Elphant1 is a 25-person architecture and interior design firm located in one of America's most "postmodern" cities (Venturi, Brown and Izenour 1977; Fontana and Preston 1990; Gottschalk 1995; Dickens 1999). In order to design better buildings that respond to as well as support people, organizations, and society, Elphant is engaged in an organizational change effort to incorporate sociological theories and methods into their design processes and operational activities; According to organization culture theorist Joanne Martin (2002), few researchers have integrated what is known about organizational change with cultural change. Applying Martin's (2002) three-perspective approach and Schein's (1992) three-layered model to the study of organizational culture, my case study is a cultural analysis of organizational life and answers the question, "What are the linkages between organizational culture and organizational change within Elphant?" (Abstract shortened by UMI.); 1Elphant is the pseudonym given to the architecture firm under study.

Keywords

Architecture; Case; Change; Culture; Firm; Small; Study

Controlled Subject

Sociology

File Format

pdf

File Size

1454.08 KB

Degree Grantor

University of Nevada, Las Vegas

Language

English

Permissions

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Identifier

https://doi.org/10.25669/vwwp-q4gx


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