Organizations,coalitions, and movements

This article uses empirical evidence on networks of voluntary organizations mobilizing on ethnic minority, environmental, and social exclusion issues in two British cities, to differentiate between social movement processes and other, cognate collective action dynamics. Social movement processes are identified as the building and reproducing of dense informal networks between a multiplicity of actors, sharing a collective identity, and engaged in social and/or political conflict. They are contrasted to coalitional processes, where alliances to achieve specific goals are not backed by significant identity links, and organizational processes, where collective action takes place mostly in reference to specific organizations rather than broader, looser networks.     

The Organizational Niche

Although the concept of niche has been extremely useful in sociological theory and research, some aspects of the concept have not been clearly developed. This article advances a theoretical reconstruction of the concept of niche, with special application to organizations. The proposed formal model unifies several active lines of sociological theory. It also extends the notion of the niche from the realm of behaviors to apply to the rules coding social identities and organizational forms. The reconstruction gives deeper insight into the niche of an organizational population as well as individual organizations. Finally, the model analyzes the (thus far) tacit assumption that niches are convex, examines the implications of convexity for commonly used measures of niche width, and provides a general sociological argument for the predominance of convex niches.     

On the same page: The value of paid and volunteer leaders sharing mental models in churches

We examine the idea that mental models shared among paid and volunteer leaders are associated with improved financial performance in nonprofit organizations. Our empirical analysis of thirty‐seven churches yields evidence that organizations are more effective if paid and volunteer leaders have a shared task mental model—that is, if they report similar conceptualizations of organizational goals and decision‐making processes. These findings suggest that the extent of leaders' agreement on organizational goals and the processes of how decisions are made matter for organizational performance. We argue that it is as important to ensure that everyone is on the same page with regard to goals and how decisions are made as it is to have the “right” goals or right decision processes in place. Implications for practice and future research on shared mental models are discussed.     

Organizational processes and gender integration in operational military units: An Israel Defense Forces case study

This study examines collective action by men and women in operational military units deployed on Israel's borders. Gender integration is generally perceived by soldiers and commanders in these units as a trivial matter rather than an issue for discussion or a disadvantage. The integration results from organizational qualities, which include military leadership with accumulated experience in gender integration; division of labour between men and women that gradually develops during protracted training; screening processes within the units; and professional development of commanders. Our findings negate a large corpus of sociological literature on gender integration in military organizations. We discuss the micro‐social processes that enable or deter mixed‐gender integration in operational units. Our findings are presented as an alternative to arguments on the inevitable marginality of women in the military and that equality is neither a prerequisite of a cohesive mixed‐gender unit nor a barrier for the inclusion of women into combat units.     

Organizational theory: From classical sociology to the 1970s

Organizations are the fundamental building blocks of modern societies. So it is not surprising that they have always been at the center of sociological research, starting with Marx and Weber. And although Durkheim did not explicitly analyze organizations, his work has clear implications for the study of organizations. We review the insights of these three pioneering sociologists and then discuss ideas about organizations proposed by other scholars, from both management and sociology, from 1910 to the mid‐1970s. Marx, Weber, and Durkheim's theoretical frameworks were tools for understanding the transition to modernity. Marx and Weber saw organizations as sites of class struggle and rationalization, respectively, while Durkheim focused on social cohesion and collective sensemaking, both of which underpin organizations. Later theorists focused more closely on the meso‐level and micro‐level processes that happen within and between organizations. These later theorists emphasized pragmatic concerns of optimizing organizational efficiency and labor productivity (scientific management and human relations theories), processes of affiliation and hierarchy (Simmel), limits to rational decision‐making (the Carnegie School), and environmental conditions that shape organizational processes and outcomes (contingency theories). A companion paper describes the three perspectives (demographic, relational, and cultural) that have dominated sociological research on organizations since the mid‐1970s.     

The case for an inhabited institutionalism in organizational research: interaction,coupling, and change reconsidered

This paper makes the case for an inhabited institutionalism by pondering questions that continue to vex institutional theory: How can we account for local activity, agency, and change without reverting to a focus on individual actors—the very kinds of actors that institutional theory was designed to critique? How is change possible in an institutional context that constructs interests and sets the very conditions for such action? Efforts to deal with these questions by inserting various forms of individual, purposive actors into institutional frameworks have created inconsistencies that threaten the overall coherence of institutional theory and move it farther from its sociological roots. To provide alternative answers, we turn to the growing line of work on “inhabited” institutions. Our exegesis of this literature has two goals. The first goal is to shift focus away from individuals and nested imagery and towards social interaction and coupling configurations. This move opens new avenues for research and helps to identify the spaces—both conceptual and empirical—and the supra-individual processes that facilitate change. This shift has important theoretical implications: incorporating social interaction alters institutional theory, and our second goal is to specify an analytic framework for this new research, an inhabited institutionalism. Inhabited institutionalism is a meso-approach for examining the recursive relationships among institutions, interactions, and organizations. It provides novel and sociologically consistent means for dealing with issues of agency and change, and a new agenda for research that can reinvigorate and reunite organizational sociology and institutional theory.

     

An institutional analysis of HIV prevention efforts by the nation's outpatient drug abuse treatment units.

Drawing from an institutional-theory perspective on innovations in organizations, this paper examines the use of human immunodeficiency virus (HIV) prevention practices by the nation's outpatient substance abuse treatment units during a critical period from 1988 to 1995. An institutional perspective argues that organizations adopt new practices not only for technical reasons, but also because external actors actively promote or model the use of particular practices. We examine the extent to which treatment units use several practices to prevent HIV infection among their clients and among drug-users not in treatment. Results from random-effects regression analyses of national survey data show that treatment units significantly increased their use of HIV prevention practices from 1988 to 1995. Further, the results show that treatment units' use of prevention practices was related to clients' risk for HIV infection, unit resources available to support these practices, and organizational support for the practices. Implications are discussed for an institutional view of organizational innovation as well as for research on HIV prevention.     

Cohesiveness and goals in agency networks: Explaining conflict and cooperation

This paper examines principal and agent networks. We focus on networks because business research has placed far greater emphasis on the agency problem at the individual level. Our interest is in exploring the agency relationship at the group or network level. There are many variables at the group or network level which are absent when analyzing agency relationships at the individual level. Traditional theories of finance and economics do not adequately address or explain a host of behaviors that are inherent in human interactions that constitute organizational life. We include a sociological or behavioral approach in understanding this complex relationship. Using cohesiveness and shared goals as antecedents, we develop a theoretical model that predicts a range of relationship outcomes between principals and agents, as well as their impact on organizational goals. We explain that a range of relationships – including conflict, domination, exploitation, collaboration, and cooperation – is possible when networks of principals and agents interact.We argue that the social context is a key determinant of the relationship between actors in a network, and it has an important role in impacting cohesiveness and goal mutuality. The degree of cohesiveness within and between networks, and the extent to which goals are shared or are in conflict are the principal predictor variables we examine. We posit that cohesiveness and shared goals are necessary and sufficient conditions for agency problems between networks to be alleviated. Both necessary and sufficient conditions need to be met in order to overcome the problems of agency. The relationships we examine through the model include cooperation, collaboration, domination, opportunism, exploitation, and conflict. We present a number of propositions that theorize on the nature of the agency relationship and their impact on organizational goals. Implications for research and practice are also discussed.     

COMPARISON OF CHARACTERISTICS OF PRIVATE PRODUCT PRODUCING ORGANIZATIONS AND PUBLIC SERVICE ORGANIZATIONS

This analysis explores whether propositions and empirical findings of contemporary theories of organizations directly apply to both private product producing organizations (PPOs) and public human service organizations (PSOs). Eight central characteristics are compared: organizational values and goals, incentives, organizational structure, raw materials, power-dependency relationships, technology, revenues and accountability, and environmental constraints. Major differences between PPOs and PSOs suggest that organization theories developed from findings about PPOs inadequately describe PSOs. Comparative research would demonstrate the need for new models of these organizational types. Since these types derive from contradictory assumptions and have differing characteristics, each should be sampled to the other's exclusion and generalizations made only to that type. The findings refute the popular assumption that all PSOs can privatize with equal success This is not a failure by PSOs to achieve PPOs' standards; rather the types pursue different values and accomplish different goals.     

Market Rationality Inside Voluntary Sector: An Analysis of Five Organizations in Rio de Janeiro,Brazil

What we now understand as rational and logical in today’s world provides a mental scheme to take action, based on a framework of premises and values. These rules aim to maximize the utility of consequences, despite of any subjective value. Weber (Economy and Society, 1978) classified this scheme as an “instrumental rationality”, characterized by being guided by the goals, means, and consequence of the action. On the other hand, he also defined “substantive rationality”, postulated on the values of the subject, and not guided by any consequences of action. This study acknowledges that NGOs (non-governmental organizations) must belong to a field other than that of economic businesses, because they are based on different rationalities, especially when they encompass the observation in organizations that work for social transformation. A field study was made with five nonprofit organizations whose stated goals were social transformation, seeking to identify influences that the adoption of instrumental rationality imposes on accomplishing the expected objectives for these organizations. Contingencies were found that benefit from using instrumentality in such organizations, such as the need for self-subsistence, the area where they work, size of the organization, influence of the leader and so on. The conclusion is that the lack of consciousness of the market’s influence on them very often causes them to uncritically and bluntly absorb the typical organizational dynamics of economic business, which has strong potential to corrupt their conceptual motivations, when guiding them strategically through the consequences of actions.     

Fathers' Stories of Resistance and Hegemony in Organizational Cultures

This article focuses on the practices of resistance and hegemony that oppose change in gender cultures in organizations. It suggests that analysis of the narratives produced by organizational actors is a fruitful method with which to deal with issues of this kind. In particular, the analysis concentrates on how resistance and hegemony practices may affect the implementation of changes promoted at a normative level — as in the case of the Italian law that has extended the right to take parental leave for childcare to men as well, in opposition to the dominant cultural models of gender. The analysis of the experiences reported by men belonging to different organizations, and having in common the use of parental leave to spend time with their children, allows us to reflect upon the fact that the symbolic orders of gender in organizations cannot be challenged at a normative level if the change does not affect the organizational culture, becoming embedded in everyday organizational practices.     

Social Skill and the Theory of Fields

The problem of the relationship between actors and the social structures in which they are embedded is central to sociological theory. This paper suggests that the "new institutionalist" focus on fields, domains, or games provides an alternative view of how to think about this problem by focusing on the construction of local orders. This paper criticizes the conception of actors in both rational choice and sociological versions of these theories. A more sociological view of action, what is called "social skill," is developed. The idea of social skill originates in symbolic interactionism and is defined as the ability to induce cooperation in others. This idea is elaborated to suggest how actors are important to the construction and reproduction of local orders. I show how its elements already inform existing work. Finally, I show how the idea can sensitize scholars to the role of actors in empirical work.     

Criticisms of the Dominant Perspective on Organizations*

The major criticisms of the dominant comparative structural and structural contingency approaches to organizations were examined and found to possess at least ten major limitations. These structural approaches have resulted in an emphasis on organizational efficiency, goals, consensus, statics, and constraints of the environment, size, and technology which perpetuate the status quo; but the analysis of power, change, conflicts of interest, and individual volition have been obscured. Although structural analysis has resulted in some limited abstract generalizations concerning the form of organizations, these generalizations do little to contribute to understanding organizational processes, strategic choice, and power relationships. These important aspects of organizations could be unmasked by viewing organizations as arenas of micro-individual and group interests as well as arenas through which macrosocietal, class, and multinational interests and conflicts are played out. To minimize these limitations in the analysis of organizations, triangulations of perspectives, levels of analysis, sources of data, and methodologies are suggested.     

Corporate actors in Western European television news

News about corporations can be understood as an interdependent relationship among the public relations function, organizational logic and the logic of the media. This research addresses the visibility and role of corporate actors in Western European public television news. A quantitative content analysis was conducted of a representative sample of six primetime news programs (N = 139) in 2006. The results show that corporate actors do not appear very often in the news, that they are part of a civil-economic coalition and join the public debate about issues. Promotion of products, brands and organizations is hardly visible.     

RISK SOCIETY,MEDIA, AND POWER: THE CASE OF NANOTECHNOLOGY

Risk society theory posits that the transformation of industrial to postindustrial society corresponded with a transformation of societal power structured by capital, to one structured by the ability to define risk. Perceptions of risk are, in part, socially constructed and created through the framing efforts of various institutional actors. The resulting struggle over meaning is particularly acute when the issues contain many unknown elements—as is the case with emerging technologies. Applying insights from media studies, frame analysis, and organizational theory, we analyze coverage of nanotechnology (NT) in popular press, trade, and general science publications. The findings document the extent to which the risks of this emerging technology are presented or ignored across, between, and within organizational subfields. The analysis empirically assesses a key proposition of risk society theory and reveals how institutional processes reflect and reproduce power differentials. We discuss the implications of the empirical findings for sociological theories of risk and society, power, and collective action.     

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.     

Deconstructing divisions: Cultural schismogeneses as sources of creativity in organizations

Drawing on Gregory Bateson's theory of cultural schismogenesis, the authors analyse such processes within two organizations: the Birdwatching and Bird Study Association of Slovenia and VU University Amsterdam. Both cases illustrate internal cultural divisions typical for non-profit organizations whose goals go beyond optimizing financial profits and can thus be interpreted in various, sometimes conflicting, ways. The article demonstrates how organizational members, through continuous processes of creative deconstruction, transform organizations by simultaneously creating both schisms and coalitions. This shows that, although cultural divisions may at first glance seem destructive, they are at the same time sources of creativity that permit organizational renewal and growth.     

The Capacity of Community‐Based Organizations to Lead Local Innovations in Welfare Reform: Early Findings from Texas

Community‐based organizations (CBOs) are now cast among the lead actors in welfare reform. But do they have adequate capacity to perform this critical leadership function? Early findings from fifteen state‐funded projects in Texas show that state planners must carefully assess the capacity of a CBO to initiate and sustain an innovation at the local level. The authors examine six organizational variables that predict success or failure: goals, management, technology, funding, community involvement, and performance.     

Religious Nongovernmental Organizations: An Exploratory Analysis

This paper represents the first systematic attempt at an analysis of religious nongovernmental organizations (RNGOs). Largely ignored as an organizational field, RNGOs constitute a new breed of religious actors shaping global policy–an organizational hybrid of religious beliefs and social activism at local, national, and international levels. This paper proposes a definition of RNGOs, traces the emergence of RNGOs from an historical perspective, and situates them in their current religious and sociopolitical contexts. Drawing on interviews and documentary data from a sample of 263 United Nations-affiliated RNGOs, the author proposes an analytical framework to examine the religious, organizational, strategic, and service dimensions of these organizations. Religious nongovernmental organizations' unique contributions to the redefinition of a just society as well as the sociopolitical challenges arising from their religious identity are discussed.     

Strategic Management and the Performance of Public Organizations: Testing Venerable Ideas against Recent Theories

Miles and Snow, among others, argue that strategy content isan important influence on organizational performance. Theirtypology, applied recently to public organizations in the UnitedKingdom, divides strategic actors into four general types: prospectors,defenders, analyzers, and reactors. This article begins by integratingwork on strategy content or strategic management into the O'Toole-Meierformal theory of public management. This study shows that strategycontent is a subset of generally accepted management functionsin public organizations. The article then proceeds to test thestrategic management concepts in a large, multiyear sample ofpublic organizations. The results show that strategy can beseparated out from other elements of management for a distinguishableassessment of its impact on organizational performance. Unlikethe predictions of Miles and Snow and the empirical findingsof Boyne and Walker, however, we find that the defender strategyis the most effective for the primary mission of the organizationand that the prospector and reactor strategies work best inregard to the goals of the more politically powerful elementsof the organization's environment.