This case study examines how participants in a dot-com start-up organization produced and reproduced cultural knowledge. Enlisting Pierre Bourdieu’s perspective, the analysis shows the ways members used cultural knowledge as a form of cultural capital in their organizational setting. Some individuals and groups shaped and used this knowledge in personally beneficial ways that obstructed the pursuit of organizationally espoused priorities. The case underscores the importance of forming and reproducing widely shared knowledge through equitable, participatory processes.
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