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This thesis, a case study of the Six Nations Arrows Junior A lacrosse organization, expands upon existing research in organizational culture and racial relations by exploring and describing the perceived influence of different social contexts on organizational members and the cultures that they (re)construct. The Arrows are unique in that they are the only Junior A lacrosse organization situated in a First Nations community, and they are the only team in Junior A owned and operated by their community. A theoretical framework based on Edgar Schein's conception of organizational culture, as well as Anthony Giddens' ideas on duality of structure underlies the case study. In accordance with this framework, the sub-problems explored included (1) how have members of Six Nations Arrows influenced the (re)construction of their organizational culture, and (2) what has been the role (i.e., facilitating, constraining) of various social contexts in influencing the Arrows' organizational culture? Interviews with members of the Arrows Association and members of the Six Nations sporting community, observation of Arrows monthly meetings and of Six Nations sporting events, as well as analysis of Arrows Association documents were used to explore these subproblems. Interviewees reviewed a late draft of the case study to verify the validity of the researcher's interpretation. (Abstract shortened by UMI.) Source: Masters Abstracts International, Volume: 39-02, page: 0397. Adviser: Victoria Paraschak. Thesis (M.H.K.)--University of Windsor (Canada), 2000.
Allen, James Michael., "The (re)construction of organizational culture within social contexts: A case study of the Six Nations Arrows lacrosse organization (Ontario)." (2000). Electronic Theses and Dissertations. 3745.