Innovation and Crisis in Organizational Analysis*

The study of organizations has been guided by a paradigm consisting of interrelated theoretical, methodological, and practical commitments. Theoretically, a problematic of rational structuring has dominated the field. This has been coupled with positivist methodology and a practical commitment to administrative problem-solving. The paradigm has fallen into crisis as a consequence of work on several analytical problems—action, power, levels, and process. Work on the action problem emphasizes the grounding of organizational patterns in the interactions and practices of people. Patterns are also seen in recent work as the expression of power relationships. The levels problem involves the analysis of interpenetration and interdependence between distinct sectors or layers of social structure. The concern with process involves the continuous transformation of organizational patterns. The central issue growing out of the work on these analytical problems is how to handle theoretically the production and reproduction of organizational patterns.     

Performance and Rehearsal: Social Order and Organizational Life*

Two perspectives on social order have been influential among interactionists—negotiated order and the dramaturgical. We explore the resources offered by the latter when the theater is taken more seriously as a source of theoretic invention. In particular we survey some of the more important elements in theatrical performance and rehearsal. The major part of the paper then takes social order as an alternation between performing and rehearsing in which social actors may be treated as “possessed” by their roles and the limits on performance located. We illustrate the analytic possibilities of this view in some organizational conversations.     

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.     

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.     

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.     

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.     

Computer Acceptance by Social Workers

Summary

Much has been said and written concerning the influence of intrinsic personal and professional factors on the use of computers in general and in the social services in particular. For example, much has been made of the negative attitudes of professional personnel towards computer use. Little data however has been forthcoming to demonstrate the accuracy of this viewpoint. Theoretical analyses of the computerization process have mentioned three general issues in overcoming the imputed outcomes of these negative attitudes.

An ex post facto study on computer acceptance by social workers, employed in municipal social service agencies (MSSA) in Israel, where a computerized case management system was implemented, was conducted. The impact of (1) intrinsic attitudes towards computer utilization in Human Services; (2) organizational factors; and (3) system design related factors on system acceptance was explored. It was found that readiness to computerize was related mainly to organizational and system design factors and not, contrary to expectations, to intrinsic attitudes of social workers. Implications of these findings on system implementation are discussed.     

A General Behavior Model and New Definitions of Organizational Cultures

Current definitions of organization/corporate cultures overemphasize long-run equilibrium and underplay short-run dynamics; they stress commonalities and overlook diversities, underscore emic analyses and lose sights of etic analyses, and separate the intangible from the tangible; plus are “model unfriendly.” As an alternative approach addressing these problems, we propose a new General Behavioral Model (GBM) and then derive two new definitions of OC that view organizational cultures as [1] accumulated choices and [2] interactions among critical masses of people. Theoretical characteristics and managerial implications are discussed.     

Policy Research and the Future: An Exemplar for a Critical Symbolic Interactionism

Abstract

Policy research is inquiry that seeks to inform organizational decisions. As such, it is embroiled in the construction of whatever futures these effectuate. Symbolic Interactionism has untapped resources for the conduct of policy research in its basic assumption that human nature and its situations are human creations. Within that tradition, it is always possible to compare what has been produced with some “future,” and to do so “critically.” The most relevant contemporary exemplar for such a comparison may be found in the work of Hugh Duncan. His analysis of the sociodramas that individuals perform, and his examination of comedy and tragedy as competing forms of social order is discussed. Finally, his attempt to exhibit the comedic as the humane form of social order is presented as a “formal” exemplar for the conduct of policy research which entertains a variety of futures in the investigation of present situations.     

Where the Wild Things Aren't

In this article I explore the problems and tensions inherent in staging naturalistic zoo exhibits. Exhibit staging requires zoos to negotiate among a variety of competing aesthetic and organizational demands, including the cultural expectations of audiences, the educational mission of zoos, and the practicalities of managing live animal species. The negotiation of these demands gives rise to a particular set of strategies of impression management in zoos that I call nature making. I discuss a number of dilemmas encountered when creating naturalistic zoo exhibits, as well as three specific strategies of nature making: the spatial control of sight lines; the simulation of nature through plant simulators, synthetic materials, and live animal handling practices; and the censorship of certain animal behaviors and husbandry practices from public view. These strategic practices guide how zoos perform the craft of nature making as both expressive and utilitarian work.     

‘Have You Got a Boyfriend or are You Single?’: On the Importance of Being ‘Straight’ in Organizational Research

The article focuses on heterosexuality as a covert feature of organization studies as well as of organizational research. In fact, while organization studies have discussed the gendered and the gendering aspects of organizational practices and organizational theory, the implication of heterosexuality has yet to receive intensive analysis in these fields. And while the mutual and reflexive constitution of the observer and the observed has been the topic of a considerable amount of research, the dimension of (heterosexual) desire in this process of mutual constitution is still largely unexplored. Referring to three different episodes that occurred while the author was doing organizational ethnography, the article suggests that a heterosexual model of desire is called into action both in organizational and research activities and that focusing on it can be an occasion to question not only the gender (and heterosexual) biases of organizational practices but also the way in which gender and sexuality are mobilized while doing research. In particular, on the basis of the concept of cathexis, the article shows how heterosexuality is learnt and enacted as a situated practice and through a variety of processes: performing power, negotiating and displaying that one belongs to an organizational culture, obscuring the hetero‐normativity of professional identities and neglecting the emotional engagement that characterizes research activities and that exposes the researcher to an otherwise vulnerable position.     

Black mafia, loggies and going for the stars: the military elite revisited

The connection between a Public School education and the British Army officer corps has often been presented as an example of a self‐perpetuating elite, with little by way of theoretical explanation. This paper aims to explicate these matters by reference to Bourdieu's concepts of habitus and field and to extend the empirical work of earlier studies by looking at the nature of army organization structure, the place of particular regiments within it, and the relative success of officers from different regiments in gaining promotion to general. Inter‐regimental competition plays a key role in allowing the reproduction of privilege within the military, and testifies therefore to the importance of organizational structures. The shorthand conclusions of earlier studies that ‘the elite is maintained’ can be replaced by analysis and explanation, which suggest that the alignment of public school habitus and military field will ensure that (other things being equal) this state of affairs will be slow to change. The property assets of the upper middle class allow their offspring to acquire at public school the cultural assets that will enable them to succeed in a military career. This in turn give access to organizational assets and economic rewards that will enable them to provide the next generation with their cultural assets.     

Engaged at work? An employee engagement model in public relations

ABSTRACT

Engagement has emerged as an important concept in public relations scholarship. Yet a theoretically informed model with a clear and coherent explication of the construct is still lacking. By situating our study in the internal organizational context, we provided an updated conceptualization and operationalization of employee engagement, proposing a strategy-engagement-behavior three-step employee engagement model. Results from an employee survey (n = 568) supported our conceptual model, showing that organizational engagement strategies positively predicted employee engagement, which in turn accounted for employees’ positive and negative messaging behavior, as well as their contextual performance behavior. After controlling for significant demographic variables such as gender, age, organizational size, number of subordinates, and level of management position, we identified a complete mediation effect of employee engagement in our two-step structural equation modeling analysis.     

Mediating the individual: journalistic cultures and the mechanisms of innovation at two daily newspapers

This paper examines two daily newspapers, The Philadelphia Inquirer and The Hartford (CT) Courant, and the organizational and occupational strategies the staff of each has used to maintain identity and cope with change. An underlying theme of this investigation is the significant role that the actions and choices of individuals –rather than groups or institutions – have in generating the social forces and behavioral patterns within a newsroom. Consequently, this research will explore the role of the “entrepreneur,” defined here as the goal-pursuing innovative social actor, whose choices may have shaped how process unfolds in the target newsrooms. Thus, the study will assess the interaction of the newsroom's occupational cultures, its organizational goals and its individual, entrepreneurial voices.     

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.     

What do Stakeholders Like on Facebook? Examining Public Reactions to Nonprofit Organizations’ Informational,Promotional, and Community-Building Messages

Although public relations scholarship has often discussed the possibilities of dialogue and engagement using social media, research has not truly explored this dynamic. Instead, research on social media platforms has focused on measuring the content and structure of organizational profiles. This study seeks to enhance the field's discussion about social media engagement by determining what organizational content individual stakeholders prefer on Facebook in terms of liking, commenting, and sharing. A content analysis of 1,000 updates from organizations on the Nonprofit Times 100 list indicates that, based on what they comment on and like, individuals prefer dialogic, as well as certain forms of mobilizational, messages; however, they are more likely to share one-way informational messages with their own networks. These findings are interpreted using practical and theoretical implications for the practice of public relations.     

Meaning-Making,Negotiation, and Change in School Accountability,Or What Sociology Can Offer Policy Studies

In school systems around the world, countless reform strategies have focused on school and teacher accountability—the process of evaluating schools’ performance on the basis of student measures. Policy and education research has been dominated by debates on its effectiveness, where advocates highlight the positive effects on achievement while critics emphasize the negative consequences on pressure, morale, and autonomy. Yet the question is not so much whether to have accountability, but what form it should take. To answer this, sociologists contribute through their study of accountability’s organizational and ecological dynamics—key facets that are sidelined when researchers only focus on quantitative program evaluation. An organizational perspective highlights the meaning-making school actors and the general public have of the policy, viewing it through technical-rationalist and institutional-performative lenses. An ecological perspective highlights how the form of accountability is a negotiated outcome of larger macrosocial forces, and how accountability is itself contributive to larger social changes. This review suggests a broader conceptualization of accountability regimes, and the unique contribution of critical, organizational, and sociological perspectives to the study of public policies.     

‘Talk’ and Hermès

Attention to ‘textuality’ has been used in organizational studies to point to the strong situational quality of organizing, but there has been little detailed empirical or theoretical examination of talk in action. Simply stating that ‘organizing is talk’ is not enough. Starting with Boden's analysis of organizing as ‘talk’, the import of the communication‐based interpretation of organizing is examined. A ‘flat’ or ‘one‐dimensional’ analysis of organization, grounded solely on speech‐based causality, will be rejected. Michel Serres' philosophy of communication provides in the figure of Hermès, needed complex connectionist insight(s) into interaction. And coupled with Levi‐Strauss' concept of the totemic operator, Serres' philosophical insights are used to develop a concept of communicative agency in tune with a complex narrative analysis of organizing.     

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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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.