ts. The tendency for organizations to select and socialize members in order to enhance ideological conformity or homogeneity has been observed (e.g. Dunbar et al. 1982; Kanter 1977; Simons and Ingram 1997). Dunbar et al. (1982: 97) observe that if such efforts are successful, 'ideologies may become valued as correct, familiar, and beneficial, and the limitations of these ideologies may be unnoticed or denied'. At IP, the search for ideological homogeneity through integrative cultural values secures an even higher level of legitimacy because managers believe that MTD delivers a successful career. In a similar vein, Spich (1995: 22) argues that 'the closer the ideology is to serving the needs for knowing of individuals, the more likely they will turn to it as an explanatory system, no matter how imperfect it might be'. To understand managers' acquiescence in the corporate ideology, we argue that the dynamic recursiveness between MTD and culture at IP appeared to serve two specific purposes: a functionalist one which allows managers to realize career interests and networking, while at the same time serving the organization's interests by inculcating culture and securing organizational control; secondly, it facilitates a rite of passage and appears to possess a totemic quality. These two perspectives were gleaned from in-depth interviews. We argue here that the IP ideology that harmonizes MTD and culture, assumes legitimacy through the functional and symbolic purposes it serves. Below, we detail the research process that generated these insights.MethodData Collection and Analysis Research, using multiple methods, was carried out over a twelve-month period (during 1993-94) in the London head office of IP, a multinational firm with interests ranging from food processing to healthcare products. At the time of the research the entire group comprised 500 (part-owned and affiliated) companies in 70 countries. It had $38 billion in sales and $2 bi...
