Networking Modes and Performance in Israel's Nonprofit Organizations

The present article examines the relationship between networking modes and performance for 138 nonprofits in Israel. We draw upon the bridging and bonding concepts and social exchange theory and introduce the sharing and consulting networking modes to predict performance in terms of organizational growth in resources. We suggest that differences in networking modes (1) reflect variations in organizational size and age and (2) affect organizational growth in resources. We show that (1) the consulting networking mode is more frequent among managers of smaller and younger nonprofits, (2) sharing is characteristic of managers in older and larger nonprofits, (3) sharing has a strong effect on organizational growth, and (4) the sharing and consulting modes are better predictors of organizational performance than those of bonding and bridging. The results indicate that nonprofit growth in organizational resources is possible with networking when managers aspire to higher involvement in the networking process due to the scope and extent of goals.     

Toward an Organizational Perspective on Identifying and Managing Formal Gatekeepers

In this article, we present an institutionalist organizational perspective on formal gatekeeping, arguing along two fronts: First, identifying gatekeepers provides useful analytic devices for learning about the vocabularies of structure in an organization. Second, successfully managing gatekeepers requires that one understands the vocabularies of structure in use in an organization. We ground our perspective in field experiences gleaned from eleven public sector organizations who participated in our health promotion and research program, the Arizona 5 a Day Project. Field data and insights from institutional organizational and decision-making theory frame a matrix of organizational types and formal gatekeeping. We conclude by linking our perspective with analytic perspectives on organizational charters and organizational change.     

The optimal design of fallible organizations: invariance of optimal decision criterion and uniqueness of hierarchy and polyarchy structures

We present a general framework to study the project selection problem in an organization of fallible decision-makers. We show that when the organizational size and the majority rule for project acceptance are optimized simultaneously, the optimal quality of decision-making, as determined by the decision criterion, is invariant, and depends only on the expertise of decision-makers. This result clarifies that the circumstances under which the decision-making quality varies with the organizational structure are situations where the organizational size or majority rule is restricted from reaching the optimal level. Moreover, in contrast to earlier findings in the literature that the hierarchy and the polyarchy are generally sub-optimal structures, we show that when the size, structure and decision criterion are simultaneously optimized, the hierarchy and the polyarchy are in fact the only possible optimal organizational structures when decision-making costs are present.

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From Adversaries to Allies: Relief Workers' Attitudes Toward the US Military

Although soldiers and relief workers traditionally have engaged in conflicting missions—killing versus saving lives—recent peacekeeping operations have required the two groups to work together on humanitarian efforts. Interviews with aid workers in Bosnia and in Haiti reveal that this traditionally antimilitary population has come to support military interventions in their regions. They have developed a cooperative relationship with the military despite lingering doubts and persistent cultural differences. This recent shift in attitudes demonstrates that the concept of task cohesion, developed from studies of small-group dynamics, can be applied at the organizational level. Organizations that share a common goal and that depend on one another to reach that goal can develop a cooperative relationship and yet retain distinct organizational memberships and cultures.     

Institutional Pressures and Organizational Capacity: The Case of Outcome Measurement1

A central claim of new institutional theory is that organizations in a field come to exhibit shared characteristics over time. Recent literature emphasizes variation across field members, but has yet to concur on why differences occur. This study tests institutional explanations for the uneven implementation of one organizational practice—outcome measurement, an evaluative technique used to assess the impact of an organization’s programs. We analyze data from a new survey investigating the practices of nonprofit organizations (N = 379) and argue for the inclusion of the concept of organizational capacity to account for the uneven implementation of outcome measurement. As predicted by new institutional theory, organizations are more likely to adopt outcome measurement if key actors promulgate its use. However, the implementation of outcome measurement is best explained by the addition of the concept of organizational capacity alongside variables drawn from new institutionalism. Nonprofits with adequate organizational capacity, operationalized—following Weber’s concept of bureaucracy—as the presence of written rules and members with specialized knowledge, are better able to respond to isomorphic pressures to implement a new organizational practice. Our findings expand scholarship that examines the intersection of institutional dynamics and organizational traits in accounting for patterns of implementation of practices across an organizational field.     

Narrative Manhood Acts: Batterer Intervention Program Graduates' Tragic Relationships

We analyze how twenty graduates of a Batterer Intervention Program constructed autobiographical stories about their relationships with women they assaulted. We focus on the presentation of gendered selves via narrative manhood acts, which we define as self‐narratives that signify membership in the category “man” and the possession of a masculine self. We also show how graduates constructed self‐narratives as a genre that was oppositional to organizational narratives: rather than adopting the program's domestic violence melodrama or preferred conversion narrative, graduates used the larger culture—especially “bitch” imagery and sometimes racialized discourse—to construct tragedies. Our study demonstrates the usefulness of narrative analysis for research on batterers' accounts and manhood acts, and also shows how oppositional genre‐making can be a method to resist organizational narratives.     

Peripheral Inclusion Through Informal Silencing and Voice — A Study of LGB Officers in the Swedish Police

Seen through the growth of progressive diversity policies it may appear that contemporary organizations are sites of equality. But although inclusion is the formally stated aim of many organizations, exclusionary pressures toward LGBT workers still challenge sexual minorities' access to full inclusion. A central concern in this paper is exploring how to understand inclusion in organizational contexts where inclusion is formally advocated, and yet where both inclusionary and exclusionary pressures exist. Drawing on an interview study of Swedish gay and lesbian police officers we present the concept ‘peripheral inclusion' as a way to understand inclusion in contemporary organizational life. In addition, we theorize that the dynamics between silencing and voice is a key mode that impacts the informal ways in which exclusion and inclusion occur. We thereby contribute to previous research on inclusion that has focused on the degree to which minorities are included by conceptualizing the mode in which inclusion occurs in everyday work. Studying modes and degrees of inclusion and exclusion in relation to each other highlights how inclusion is a collective and fragile process in which inclusionary and exclusionary pressures coexist, and that questions of who and what is included in contemporary organizations are shifting and open questions.     

Augustus Melmotte in Anthony Trollope's The Way We Live Now: characterizing the swindler as an important cultural and organizational figure

ABSTRACT

The current paper revisits Anthony Trollope's Victorian novel, The Way We Live Now, focusing on the main character of Augustus Melmotte. The paper analyzes the novel and its literary figure of a corrupt financier or swindler, drawing out theoretical and pedagogical contributions for organizational and management research. Contributions are framed in terms of imaginative organizational role archetypes embodied in swindler characterizations, swindlers’ institutional work across societal elites, and the dark sides and grey areas associated with swindlers’ organizational and financial misconduct. The rise and fall of Augustus Melmotte in Trollope's Victorian English society thus finds its cultural parallels today in outsiders who challenge financial and political elites and the status quo, at high personal risk to themselves and others complicit in their schemes. The conclusions concern the importance of recognizing dynamic figures that seize immense power over organizational, financial and political cultures.     

Structural Strain in Science: Organizational Context,Career Stage,Discipline, and Role Composition

This article examines the relationship between structural strain (the imbalance between actual and preferred conditions of work) and anomie in science (the absence of opportunities to achieve recognition). Using data from a nationally representative survey of physicists and biologists in the United Kingdom (N  = 1,604), we test competing hypotheses about the occupational factors that produce structural strain. We find that structural strain is influenced by organizational context and career stage, but not in the manner existing theory suggests. We elaborate existing theoretical frameworks by showing that role composition mediates the effects of organizational context and career stage.     

Connecting Practical Doings to Cultural Meanings: Exploring the Work of Moral Mediators in Human Service Organizations

This study illuminates the work of moral mediators, which I define as organizational actors who work to strategically monitor, maintain, and manage the moral identity of others. My layered, organizational, narrative analysis of the mentoring organization Big Brothers Big Sisters draws on two types of data: client stories featured on the national website and ten in‐depth interviews with case managers at a local agency. My analysis demonstrates how case managers employ an emotional labor technique of drama dilution, or work done to add ambiguity to public storytelling in ways that leave more space for variations of deservingness, success, and morality. This article emphasizes the paradoxical nature of public organizational narratives and highlights the need for continued exploration of day‐to‐day work in conjunction with organizational structure and cultural values and beliefs.     

Management in/as Comic Relief: Queer Theory and Gender Performativity in The Office

Our discussion here focuses on gender performativity — the evocation of gender through stylized modes of interaction and the recitation of particular cultural norms — in the BBC comedy series The Office. We suggest that The Office can be read as a cultural text that brings sedimented ways of thinking about and enacting gender into relief, a technique that effectively ‘queers’ management and organization as gendered phenomena. In doing so, we argue that not only does The Office parody the ways in which management is configured according to the terms of what Judith Butler has described as the ‘heterosexual matrix’, but that it also represents a parodic critique of the gendered ways in which this configuration is enacted in everyday organizational encounters. We also suggest that, in addition to its capacity to be read as a parody of gender performativity, The Office reflects queer theory's concern, particularly as the latter has been articulated in Butler's writing, to reveal something of the pathos inherent in the desire for recognition that underpins the hegemonic performance of gender. In this respect, our reading of The Office emphasizes that, as a popular cultural text, it throws into (comic) relief the extent to which the desire for recognition underpins the organizational performance and management of gender in accordance with the terms of the heterosexual matrix.     

Organizational Variation in Formal Equal Employment Opportunity Structures1

This article identifies the factors associated with variation in the complexity of formal equal employment opportunity (EEO) structures across a sample of Washington and Oregon hospitals. Understanding such variation provides insight into two key organizational processes: commitment to workplace equality and response to external pressures for equality. We draw on Oliver’s (1991) organizational strategic response theory to document the extent to which a hospital’s patient demographics, legal regulation, economic sector, geographic location, and health system membership are related to complexity in the level of a hospital’s formal EEO structures. Findings from ordered logistic regression analyses demonstrate that the presence of a nurse union and federal regulation of a hospital by the Equal Employment Opportunity Commission (EEOC) are associated with less complex EEO structures. Meanwhile, urbanization is associated with more complex EEO structures. We discuss implications of these results for research and policy and offer the beginnings of a general theory of organizational variation.     

Do Mission Statements Matter for Nonprofit Performance?

In this exploratory study, we examine whether organizational mission statement attributes make a difference to the performance of nonprofit performing arts organizations. We use text analysis to measure two semantic attributes—activity and commonality—of mission statements. We examine whether these attributes are associated with improved performance for the instrumental and expressive functions of nonprofit performing arts organizations. Our findings indicate that the mission statement attribute activity is associated with improved performance for both instrumental and expressive functions. Our analysis of nonfindings for the mission statement attribute commonality suggests that there is a need to develop and use content analysis tools tailored to nonprofit contexts.     

Un‐entwining monological narratives of change through dramaturgical and narrative analyses

The concept of a single reality view of social situations has been problematized and deconstructed in recent critical literature on organizations. However, much of the managerial literature promotes concepts and models of unity, and hence much managerial intent and action is still bounded by convergent and exclusive thinking, within a unified and unifying structure. In critically engaging with notions of unity and convergence in an organizational context, we seek to promote divergent thinking that accepts that organizational actors perceive multiple realities, and that these are not unstructured, but are framed by micro‐level structures that are both constraining of, and constructed within these realities. We apply dramaturgical and narrative analyses to elucidate and elaborate organizational actors' complex realities of the experience of change through tracing and deconstructing the various narrative lines which were intertwined in monological accounts that predominated in the organizational situation from which our illustrations are drawn. The illustrative examples for this paper are drawn from a series of longitudinal interventions within a large public sector organization, investigated through multi‐methods including consultancy projects, structured and unstructured interviews, questionnaires and participant observation. The material drawn from the various interventions has been subject to reflection and critical examination over time and from a number of perspectives.     

Pachedu‐Zenzele in the Diaspora: Promoting Sexual Health Amongst Zimbabweans in England

Migrants have been found to be at enhanced risk for the Human Immune Deficiency Virus (HIV) in comparison with settled populations. As they migrate, they often bring with them their traditions and cultural values, which may influence the ways they access or make sense of health promotion interventions in the host country. In the diaspora, should they experience compromised citizenship, marked by an unresolved immigration status, some may need to remain invisible and this may include not accessing or presenting late for vital health care interventions. Addressing the needs of such invisible populations is key to health promotion work and paramount to public health interests. This paper describes how ever‐changing “traditions”, in particular the notions of Pachedu and Zenzele, were harnessed to develop ethically grounded sexual health care interventions amongst Zimbabweans in Luton, Bedfordshire, England. These interventions were delivered in mundane settings that formed some of the key everyday networks of this population. The reinvention of “tradition” for the purposes of delivering health and social care interventions has been one of the cornerstones of health promotion interventions in Africa, where the rates of HIV are some of the highest in the world. The concept of Pachedu harnessed confidentiality in the delivery of sexual health interventions with Zenzele calling for communal involvement in such initiatives. A key point that resulted in the success of this intervention was partnership work between statutory providers and the local Zimbabwean population throughout the project’s life span. Rather than being construed as passive recipients of health and social care interventions, local Zimbabweans and their statutory partners were engaged in mutual capacity building initiatives. Local Zimbabweans were also engaged and consulted throughout, from the conceptualization of the project, delivery, monitoring, and dissemination of the findings.     

Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication

ABSTRACT

The purpose of this study is to explore the positive outcomes of organizational resilience to see how resilient employees can support an organization by adapting to and initiating changes during the recovery process following a crisis. This study focuses on organizational resilience generated by employees, as a resilient system, through their psychological ability and positive communication behaviors. Resilient employees can help their organization bounce back to normal functioning following a crisis. A nationwide survey (N = 830) was conducted among full-time employees in the U.S. to examine the positive effect of organizational resilience on employee work-role performance. The results indicate that organizational resilience was positively and significantly associated with: employees’ intentions for proficiency, adaptivity and proactivity of organizational members, thus contributing to organizational effectiveness after a crisis situation.     

Mechanisms of Adherence in a Harm Reduction Housing Program

Advances in clinical therapies for people living with HIV have greatly increased life expectancies, but the high levels of adherence that are necessary for clinical success are infrequently achieved, especially for chronically homeless substance users. The Open Door is a harm reduction housing program that seeks to improve clinical outcomes for this population. We present findings from qualitative interviews with residents of the program, conducted to explore facilitators of residents’ success in the program, which is ultimately defined as HIV clinical adherence. Two major themes developed. Positive changes captures processes or characteristics that residents reported as having changed as a result of living in the program. Mechanisms of success reflects aspects of the program to which residents attributed their improved adherence. Given that improving adherence in vulnerable populations has both clinical and public health implications, our study suggests future avenues for research and foundations on which to build future interventions.     

Telling stories,reflecting, learning: hannah arendt and organization

This article is written in recognition of the need for dialogue between organization theory and other disciplines and languages. It uses some concepts coined by Hannah Arendt to develop reflection concerning organizational dynamics. Arendt's category of action, as different from both labour and work, makes possible to define, in an original way, the political dimension of organizational action. The category of thought, again, as defined by Arendt, allows us to highlight the production of meaning which takes place in organizations. With the help of those two concepts, the author develops a notion of organizational learning as a process where the political and cognitive dimensions of organizational action are strongly interrelated.     

Habitus and social movements: how militarism affects organizational repertoires

2010–2012 were years of global protests. This wave of mobilization has been celebrated for its horizontal, leaderless, and participatory character. But this was not the case in all countries. In Israel, which saw the largest social contention in its history, the protest was marked by a dominant and centralized leadership and by cooperation with institutional actors and corporate media. Based on the study of the Israeli case, this research seeks to contribute to explanations of how movements’ organizational forms develop. Social movement scholars have shown that activists’ forms of organization are limited to a familiar repertoire of action. Building on previous scholarship, I argue that activists’ organizational repertoires are shaped by a habitus that familiarizes and routinizes certain practices. But while existing scholarship focuses on how organizational habitus develops within the field of activism, I expand the applicability of habitus and show how movement repertoires are also influenced by habit in fields unrelated and even antagonistic to activism. Based on participant observations and interviews, I show how in the Israeli case, militarism formed part of activists’ organizational habitus and contributed to the 2011 protests’ centralized and hierarchical character.