Social forces and decision‐making by gatekeepers in arts organizations

Gatekeepers in arts organizations have an important role to play in determining which artistic works the public gets to experience. Performing arts organizations provide a good example of how these decisions made by gatekeepers necessarily delimit the art that the audiences will experience. This article catalogs the social forces that influence individual decision‐makers. Individual level forces like social background, embeddedness in social networks, and perceptions of the organization and organizational level forces like organizational structure, funding, and size all affect what they ultimately produce. This, in turn, allows us to better understand the work these companies produce form a sociological perspective.     

Organizational access to research settings: Entering secondary schools

Fieldworkers have long acknowledged the problems of gaining access to research settings but often failed to analyze them systematically. In this article we provide preliminary evidence that, when seeking to enter formal bureaucracies, access problems can be better understood and more easily resolved by referring to the organizational logic of the setting. Adopting an organizational perspective to analyze access issues, we compare public schools and private religious schools and show how access problems and the strategies to overcome them vary according to the variation in the schools’ organizational features. We develop our argument in four steps. First, we examine the organizational literature on formal institutionalized organizations to highlight the structural problems of gaining entry to public schools for research purposes. Second, we adopt an organizational perspective to identify strategies for overcoming problems of access to public schools. Third, we compare the access to private religious schools and to public schools to demonstrate that problems and solution strategies vary according to the schools’ variation in organizational features. Fourth, we demonstrate the usefulness of organizational access by showing that researchers’ ability to gain entry is enhanced by a preliminary understanding of the organizational characteristics of a formal research setting. Throughout our discussion, we provide illustrative examples from the senior author’s research in public schools and private religious schools in a large Midwestern city.     

Social Organization of an Industrial Work Group: Emergence and Adaptation to Environmental Change*

This is a participant observation study of a small work group on the night shift in a food processing plant. Although in the Human Relations tradition, this study focuses explicitly upon the interrelations between the group and salient aspects of the organizational and technical environment. The analysis is guided by the small group theory of George C. Homans. Attention is focused first upon the development of an informal social organization which was functional both in meeting formal organizational goals and group members' socioemotional needs. This informal organization was disrupted by supervisory style changes, however, after which both job commitment and group morale declined dramatically. This was followed by two technical changes; as the group informally and collectively adapted to these changes, a new informal social organization emerged. This new organization clearly reflected the group members' desire for autonomy. Clear support is claimed for the general proposition that commitment to formal organizational goals, group morale, and individual satisfaction is positively related to a lenient supervisory style and high autonomy.     

Inequality and Multiracial Gatekeeping

ABSTRACT

Theoretical propositions linking power and status relations are deeply rooted in classical sociological thought. Building on that tradition, this paper investigates the impact of racial status on a specific power relation, the relation between gatekeepers and their clients. Gatekeepers control access to “benefits” they do not own, benefits that are valued by “clients.” Seeking access to those benefits, clients assume obligations which may be discharged by a fee paid to the gatekeeper. The size of the fee paid is the amount of power exercised by the gatekeeper. Employment agents, car salesmen, real estate agents are gatekeepers because they control access to jobs, cars, and housing, respectively, as well as information about each. When clients are lower status, for example, African American, employment agents may steer them to lower-paid, less desirable jobs, car salesmen may ask for and receive higher prices, and real estate agents may show only segregated housing. Research reported here extends previous work on gatekeeping to multiracial (black-white) gatekeeping relations by jointly applying two theories. Network Exchange Theory (NET) models the gatekeeper–client relation, and Status Characteristics Theory (SCT) models the impact of racial status on that relation. The result is three theoretical predictions that are experimentally tested in the well-understood context of exchange networks. As a first replication of previous work on gatekeeping, a key finding is that gatekeeping does produce power differences, as theoretically predicted. Two new additional findings are that 1) whereas race does indeed undermine the effects of blacks’ gatekeeping of whites, 2) it does not amplify (significantly) the effect of whites’ gatekeeping of blacks. Theoretical and practical implications of these findings are discussed.     

SOME ASPECTS OF NEGOTIATED ORDER,LOOSE COUPLING AND MESOSTRUCTURE IN MAXIMUM SECURITY PRISONS*

Even in total institutions, control is far from total. In custodial organizations, for example, staff and inmates negotiate their own interpretation of the social order, often rejecting formal rules and control techniques, and substituting alternatives that may be just as formal, although tacit, as those they replace. This creates “gaps” betwen formal organizational structure and individual behaviors which partially decouple formal rules from the behaviors intended to carry out those rules. This study integrates organizational and prison research to develop the concepts of negotiated order, loose coupling, and me-sostructure. The goal is to examine the context in which negotiations occur and the manner in which negotiated order activates the interactions and understandings through and by which organizational structure is generated and maintained.     

Mediators of Opportunity: High School Counselors in the 21st Century

Over the second half of the 20th century sociologists of education and inequality variously criticized high school counselors (seeing them as stratifying gatekeepers) or downplayed their significance (seeing them as impartial but ineffective). Today, sociologists of education might predict that counselors have little ability to shape students’ long‐run educational or occupational trajectories. This essay outlines two models that have led to this prediction: the concerted gatekeeping and the impartial cultivator models. It then identifies a set of trends that suggest that high school counselors – whether by serving students in one‐on‐one interactions or serving them more collectively – should be viewed as intermediaries, occupying a place in the broader population of intermediaries in our society. Specifically, like other intermediaries, school counselors have the organizational capacity and the professional mandate to take responsibility for their clients’ well‐being and mobility and are structurally positioned to do so.     

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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A letter from the empty stage

This paper is about discipline at work. From a distal perspective, discipline may be understood in terms of an achievement, an effect, an outcome, a social phenomenon already constituted. In contrast, a proximal perspective suggests that discipline is a social process constantly working its way through organizational practices, on its way to be constituted but not quite yet finalized. The paper documents the outcomes and the workings of discipline in LOGICOM, a UK service organization which has embarked recently on a total customer satisfaction (TCS) program. In so doing, it argues that the outcome of disciplinary power is the organizational self. In LOGICOM, employees appear to identify, innovate, comply, be resilient, or rebel against the goal of TCS and the institutionalized means for achieving it. The workings of discipline are then explored via the technologies of domination and technologies of the self that characterize TCS. It is concluded that the workings of such disciplinary mechanisms are not entirely effective and, consequently, the outcomes of discipline are difficult to predict or know from beforehand. Thus, the “disciplined employee” is a fictitious category, something that the organization may strive for, but can never realize.     

When Disciplinary Worlds Collide: The Organizational Ecology of Disciplines in a University Department

This study draws from the social world perspective to examine the relationships between scientific disciplines (i.e., molecular biology, plant physiology, agronomy, horticulture, and agroecology) at a university department in the field of plant production research. The interview data obtained in the study revealed that the complex organizational ecology of disciplines in the department involved four sources of conflict: (1) a challenge of the established departmental research tradition of agronomy, (2) a struggle over working space, (3) the extension into the department of an ethical‐ideological controversy over genetically modified organisms, and (4) the anchoring of disciplines to different organizational units of the university. Thus, instead of facilitating the synergistic potential of the disciplines, the organizational arrangements at the university blocked it. From this perspective, the study challenges, but does not refute, previous symbolic interactionist research by suggesting that conflicts may function as valuable analytic devices in revealing how formal organizational structures hinder the achievement of social order at the working level.     

The Gatekeeper

Gatekeepers control access to benefits that they do not own. When granted access, their clients incur obligations that take the form of fees owed to the gatekeeper. This paper examines a variety of forms that gatekeeping has historically taken, looking closely at the network positions that gatekeepers have occupied. Not previously resolved is what determines the size of the client's obligation. The theory presented here predicts 1) the size of that obligation from the value to the client of the access sought. It also predicts that 2) to benefit, gatekeepers must monopolize their positions, or, failing monopolization, 3) must organize to form a shared monopoly. In exchange networks, gatekeeping takes the form of "ordering," a new structural power condition. Resistance equations generate exact quantitative values for hypotheses expressing the three predictions above. Experimental tests in the well-understood context of exchange networks offer strong support for the hypotheses.     

The Importance of Source and Credibility Perception in Times of Crisis: Crisis Communication in a Socially Mediated Era

Social media are invaluable sources of information during organizational crises. Although recent research confirms this fundamental role in crisis communication, this article is aimed at deepening the understanding about the role of the source of information in this socially mediated era by comparing the organization and the employee as communicators. As social media lack traditional gatekeeping processes, dynamics of both source and content credibility are assessed. The findings, based on an experimental design, advocate that judgments of organizational reputation are not only dependent on the crisis-response strategy, but also depend on the source and perceptions of source and content credibility.     

Old Structures,New Relations: How Community Development Credit Unions Define Organizational Boundaries

Studies of organizational dynamics examine the manner in which an organization's immediate environment defines the rules and requirements to which individual organizations must conform in order to receive legitimacy and support (Scott, 1992:132). In this paper we consider the question of how an organization can achieve legitimacy and support without necessarily compromising its organizational forms or practices to isomorphic pressures. We frame the question in terms of the boundaries between organizations and their environments. Where the population ecology studies show the survival value of adopting known organizational forms and practices, and neoinstitutionalism addresses the need to display compliance with accepted forms, our case study demonstrates the possibility of removing an organization or set of organizations from the familiar interaction by naming it as a subfield of the organizational field, sharing the environment, but out of the way of predefined norms and practices.     

Organized Environmentalists: Democracy as a Key Value?

This article, taking as its point of departure that voluntary organizations are of crucial importance in a democracy, views the transformation of the Norwegian voluntary sector through the lenses of what happens within the environmental field. Seeing changes within this field as prototypical for the transformation of the voluntary sector more generally, we start with the organizational level and contrast old versus new environmental organizations. The aim is to ascertain to what extent the newly built organizations are leaving the historically important democratic organizational model. Second, we compare attitudes toward democracy of members of the democratically and nondemocratically built organizations: attitudes both toward democracy within a voluntary organization (internal) and democracy in society (external). Furthermore, we compare these findings with what we find for the population at large. The last section analyzes demographic characteristics of organized environmentalists to see whether a new type of elite, more distanced from the population at large, is emerging in the new and nondemocratically built organizations. The study finds that new organizations are definitely breaking with the democratic organizational model. The support for democracy (internal and external) is comprehensive but not always overwhelming, and there is a tendency in the direction of congruence between organizational structure and individual attitudes. That is, members of democratically built organizations especially value internal but also to some extent external democracy more than members of nondemocratically built organizations. However, even if formal democratic structure and democracy as an absolute and generalized value seems to be under pressure, it does not follow that a new type of elitism is emerging.     

Divided and Drifting: Interactionism and the Neglect of Social Organizational Analyses in Organization Studies

The analysis of organizational phenomena within interactionism has become bifurcated between social organizational analyses and organizational ethnographies. This division has had the effect of allowing organizational ethnographies to more readily contribute to organization studies while marginalizing studies of social organization. The historical conditioning of this development and current evidence for this case is demonstrated through an analysis of the existing literature from the past thirteen years of interactionist organizational research. To end the continued neglect of social organizational analyses in the interdisciplinary field of organization studies the article concludes by suggesting a number of possible inspirations for promoting future research.     

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.     

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.     

Participation in formal and informal volunteering: Implications for volunteer recruitment

This study examines factors influencing “formal” volunteering (that is, to an organization) and “informal” volunteering (that is, volunteering carried out individually outside of an organizational context) and the relationship between these two activities. We hypothesize that formal and informal volunteering activities are positively interrelated but that they are shaped by different types of personal resources: involvement in social networks increases the likelihood of both types of volunteering, but human capital increases the likelihood of formal volunteering rather than informal. The bivariate probit regression results emanating from the Independent Sector's “Giving and Volunteering in the United States, 2001” survey are generally supportive of the hypotheses. The findings suggest that nonprofit and public organizations that involve volunteers consider the pool of informal volunteers as a fertile ground for recruitment and find ways to better utilize older Americans in formal volunteering. The results also suggest that volunteer recruitment through organizational membership may be an effective strategy.     

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.     

Position in formal structure, personal characteristics and choices of advisors in a law firm: A logistic regression model for dyadic network data

This paper presents a statistical model for the analysis of binary sociometric choice data, the p₂ model, which provides a flexible way for using explanatory variables to model network structure. It is applied to examine the influence of the formal structure of an organization on interactions among its members. It is shown to provide a general and precise method for addressing this substantive issue. We identify the respective effects of position in the formal structure (status, seniority, division of work and office membership) and selected personal characteristics of members of a corporate law firm on their choices of advisors. Flows of advice are shown to be consistently shaped by status games and the pecking order in the firm. Other dimensions help members in mitigating the effect of this strong rule. This approach ultimately provides more understanding of how members of such firms try to balance cooperation and competition in terms of access to and management of key resources.     

‘Would you prefer not to?’ Resetting/resistance across literature,culture, and organizations

ABSTRACT

In this paper we put the concepts of reset, aprosdoketon and minor gesture to work in the context of organizational narratives. In particular we engage with two iconic characters of the genre of organizational fiction, Don Draper in the context of Mad Men TV series and the copyist, who is the main character of Bartleby, the Scrivener by Herman Melville. Through a series of textual and performative writings we explore the possibility of setting and resetting organizational narratives/genre. Moreover, we explore what happens when fictional characters from a TV series and a novel (Bartleby and Don Draper) meet us – three scholars working in an array of different fields (literary, methodology, education and organization studies) and how this meeting and interaction shapes our understandings of work, culture, and organizations.