This paper presents a thinking-practices approach to studying organizational culture. To illustrate the idea, it reports on decision-making case studies in a United States manufacturing firm. The method is designed to systematically describe and compare decision-making patterns across organizational levels and within and between organizational work units. These patterns serve as a basis for inferences about the collective cognitive processes involved.
The Applied Anthropologist, No. 2, Vol. 27, 2007, pp 129 - 138