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Organizational Culture: Beyond Struggles for Intellectual Dominance* Joanne Martin Stanford University, Peter J. Frost University of British Columbia, and Olivia A. ONeill Stanford University August, 2004 To appear in S. Clegg, C. Hardy, W. Nord, and T. Lawrence, (Eds.), Handbook of Organization Studies, Second edition, London: Sage Publications, forthcoming. *We wish to express our thanks to Cynthia Hardy, Mats Alvesson, and Linda Putnam. All three gave us the kind of constructive, appreciative critique that could serve as the norm for discourse in a more collaborative intellectual environment. Organizational Culture War Games: Beyond Struggles for Intellectual Dominance Joanne Martin, Peter Frost, and Olivia A. ONeill This review is not structured in the usual way -- a departure from tradition that merits an explanation. Literature reviews generally have a linear, often chronological structure, with attention to who was first? The tone is apparently objective and decisively authoritative: this study demonstrated that… The goal is to present the objective truth about what weve learned. The result is an enlightenment tale of cumulative progress, as one original contribution after another builds a deeper and broader understanding than was available before. In a traditionally structured review, intellectual differences of opinion are usually handled with indirection and tact, an approach that helps scholars co-exist in a close-knit field while continuing to have cordial intellectual exchanges. Most often, an author focuses predominantly on one point of view, relegating competing perspectives to brief summaries or the margins of a text (for example, in a parenthetical aside, a separate chapter in a book, or a footnote) or simply not citing them at all. This popular strategy permits full exploration and delineation of a favored point of view, while not creating a need to criticize, or even draw attention to, conflicting perspectives. Whether silence, marginalization