ism of culture transmission. This is because whatever organizational values are incorporated into the training courses, they assume legitimacy by becoming part of the 'knowledge' required for job performance and career advancement. This is captured in the words of an Argentinian manager at IP who said: 'the company culture is spread by managers coming to the centre to take courses, and by having expatriates at operating companies, expatriates from all co untries we operate in'.IdeologyIn an effort to bring the ideological debate closer to organization theory, Bendix (1956) sought to explain managerial ideologies in terms of historical, cultural, political and economic factors, and, in particular, how ideologies are used to advance material interests. Many writers have taken the over-simplistic view that ideology is about shared norms and beliefs. Beyer (1981: 166) defines ideology as 'relatively coherent sets of beliefs that bind some people together and that explain their worlds in terms of cause--effect relations. Meyer (1982: 47) adopts Beyer's (1981) definition, but goes further to suggest that the cause-and-effect is 'circular because ideologies also shape their adherents' worlds'. Dunbar et al. (1982: 91) define ideologies as 'shared beliefs which reflect the social experience in a particular context and particular time'; this definition comes closer to locating ideas within a historical context, though the basis of the contention amongst different groups is not developed further. Fo r Starbuck (1982), ideologies are 'logically integrated clusters of beliefs, values, rituals, and symbols'. Brunsson (1982: 38) takes a more simplistic view that 'ideology is a set of ideas' and does not explore their socio-historical context. The tendency to treat ideology as unproblematic ignores the contested nature of the generation of ideas and thus legitimizes the assumption of 'shared values' supposedly inherent in ideology. Stace (1996) falls ...
