Dramas of Institutional Identity. Chicago: University of Chicago Press. Public management scholars regularly lament the decline of institutional memory over the past thirty years.

Using a narrative approach unique to organizational studies, Czarniawska employs literary devices to uncover the hidden workings of organizations. Dramas of Institutional Identity.

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Global ideas: how ideas, objects and practices travel in a global economy. Collapsing the division in organization studies. B Czarniawska-Joerges. Organization 2 (1), 11-33, 1995.

University of Chicago Press, 1997. Global ideas: how ideas, objects and practices travel in a global economy. B Czarniawska-Joerges, G Sevón. Copenhagen Business School Press, 2005.

Bibliographic information. She applies cultural metaphors to public administration in Sweden to demonstrate, for example, how the dynamics of a screenplay can illuminate the budget disputes of an organization. Bibliographic information.

Czarniawska-Joerges, B. (1998) Narrative approach in organization studies, Thousand Oaks, Calif. Czarniawska-Joerges, B. (1999) Writing management: organization theory as a literary genre, Oxford; New York: Oxford University Press. & Guillet de Monthoux, P. (1994) Good novels, better management: reading organizational realities, Chur: Harwood Academic Publishers.

The most common social phenomenon of Western societies is the organization, yet those involved in real-world managing are not always willing to reveal the intricacies of their everyday muddles. Using a narrative approach unique to organizational studies, Czarniawska employs literary devices to uncover the hidden workings of organizations.

New Practices of Inquiry. Narration or science? . Narration or science? Collapsing the division in organization studies. Organization, 1995, 2(1), 11–33. In Objectivity, relativism and truth: Philosophical papers (Vol. 1). New York: Cambridge University Press, pp. 93–110. STARKEY, K. What can we learn from the learning organization? Human Relations, 1998, 51(4), 531–546. Human Relations 52, 539–544 (1999) doi:10. 1023/A:1016917810217.