Anatta : Buddhist insights into the paradoxical nature of organizational cultural problems
Abstract
Purpose
The purpose of this paper is to demonstrate paradoxes in the development of organizational cultural problems – paradoxes that go undetected by people involved in them. The paper explains why these paradoxes remain undetected, and shows how their “invisibility” is a foundation for the development of “cultural problems”.
Design/methodology/approach
The approach is phenomenological, in that it explores how actors in cross‐cultural settings understand “difference” and thereby socially construct “cultural problems”.
Findings
Three interrelated paradoxes are uncovered: In dyads, actors perceive two‐way “cultural difference” as being one‐way. “Difference” thus becomes embodied in the “other” – “the other” alone is “different” and “difficult”. In bi‐cultural organizations, perceptions of “the other” as “different” and “difficult” encourage the formation of in‐groups and out‐groups that lead to “cultural problems”. “Difference” becomes embodied in “the others” while “cultural problems” that are the results of their own actions are also embedded in “the others”. In multicultural organizations these understandings break down. “Difference” becomes disembodied, and “cultural problems” become embodied in “difference”. More cultural differences thus engender fewer “cultural problems”.
Research limitations/implications
The novel theoretical part of the study is so far untested. The paper thus calls for studies that apply the developed theoretical approach. The ethnographic observations that support the existence of the multicultural paradox are preliminary and ongoing.
Practical implications
The novel theoretical approach can immediately be applied to other organizational issues.
Originality/value
This paper introduces, for the first time, the Buddhist concept of anatta in the analysis of organizations. The theoretical approach is new, and can be applied to further studies of organizational problems.
Keywords
Citation
Neal, M. (2006), "
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited