Participatory Design in Women’s Organizations: The Social World of Organizational Structure and the Gendered Nature of Expertise

Participatory design is an approach to designing technological systems that differs from traditional approaches to design in many respects. The goal of participatory design is to encourage users of technological systems to actively participate in the process of designing technological systems. The end goal of participatory design is to enable users of technological systems to articulate their needs, and to develop technological systems that account for those needs. In this paper I attempt to extend the analysis of gender as a factor in participatory design initiative by focusing on the challenges of implementing participatory design in the context of non-profit women’s organizations. The context for my discussion is set by outlining a recent initiative to design a nationwide feminist computer network in Canada. Scholarship on participatory design, feminist organizing and the implementation of computer systems in non-profit organizations is discussed in relation to original research carried out in the Canadian province of Newfoundland. Organizational structures that differentiate feminist non-profit organizations from other organizational forms and the gendered nature of expertise are identified as particular challenges that must be addressed in order for participatory design to be successful when women’s groups are the participatory designers.     

The embeddedness of organizational performance: Multiple Membership Multiple Classification Models for the analysis of multilevel networks

We present a Multiple Membership Multiple Classification (MMMC) model for analysing variation in the performance of organizational sub-units embedded in a multilevel network. The model postulates that the performance of organizational sub-units varies across network levels defined in terms of: (i) direct relations between organizational sub-units; (ii) relations between organizations containing the sub-units, and (iii) cross-level relations between sub-units and organizations. We demonstrate the empirical merits of the model in an analysis of inter-hospital patient mobility within a regional community of health care organizations. In the empirical case study we develop, organizational sub-units are departments of emergency medicine (EDs) located within hospitals (organizations). Networks within and across levels are delineated in terms of patient transfer relations between EDs (lower-level, emergency transfers), hospitals (higher-level, elective transfers), and between EDs and hospitals (cross-level, non-emergency transfers). Our main analytical objective is to examine the association of these interdependent and partially nested levels of action with variation in waiting time among EDs – one of the most commonly adopted and accepted measures of ED performance. We find evidence that variation in ED waiting time is associated with various components of the multilevel network in which the EDs are embedded. Before allowing for various characteristics of EDs and the hospitals in which they are located, we find, for the null models, that most of the network variation is at the hospital level. After adding these characteristics to the model, we find that hospital capacity and ED uncertainty are significantly associated with ED waiting time. We also find that the overall variation in ED waiting time is reduced to less than a half of its estimated value from the null models, and that a greater share of the residual network variation for these models is at the ED level and cross level, rather than the hospital level. This suggests that the covariates explain some of the network variation, and shift the relative share of residual variation away from hospital networks. We discuss further extensions to the model for more general analyses of multilevel network dependencies in variables of interest for the lower level nodes of these social structures.     

The evolving role of organizational theory within economic sociology

Organizational theory was one of the roots of the “new” economic sociology. In recent years, a set of complementary research programs have come to the fore that augment our understanding of the social structuring of markets. These include an interest in the role of conventions and commensuration, market devices, the performativity of economics, and the role of morality in the construction of markets. These other interests have come to enrich our conception of the ways in which “the social” structures market activities. While this has decentered some of the emphasis on organizations, there are still active research programs pushing forward new ideas that are focused on organizations, institutions, and networks in economic sociology. We discuss some of the recent work on organizational logics, inter‐ and intra‐organizational networks, and social movements and organization. We note there has also been some hybridity as scholars borrow from each other's toolkits in order to deepen our knowledge of the way the economy works. Organizational theory remains a main theoretical mainstay of economic sociology, but it has now been joined by additional perspectives.     

Power at a distance: Organizational power across boundaries

Organizational approaches can help to make sense of social phenomena, including inequality, politics, and culture. This is partly because large organizations exercise great power, both over employees and in their external environments. Revising Charles Perrow's classic account of the “society of organizations” in the 20th century, we argue that the organizational landscape has changed. There has been a dis‐embedding of individuals from organizations that contrasts with Perrow's idea of individuals being “absorbed” by organizations. Despite this hollowing out, there is a persistence of concentrated economic power or “concentration without centralization.” Organizational power in this landscape is increasingly exercised at a distance, not only geographically but also in the sense of moving across organizational boundaries and through technologies of valuation. Three bodies of research exemplify different types of power at a distance. (a) Research on global production networks shows how power travels across geographic and network distances. (b) Research on financialization and its consequences shows how power is mediated by frames and metrics. (c) Emerging research on big data and Artificial Intelligence shows how power is encoded into seemingly neutral technologies and made to seem inevitable. This work helps to update the sociology of organizations and opens up new research questions.     

A hegemon fighting for equal rights: the dominant role of COC Nederland in the LGBT transnational advocacy network

Networks are alternatives to hierarchical organizational forms. However, actors in networks have different resources at their disposal, and more powerful participants will try to influence the network as a whole. We identify a dominant node in the European LGBT advocacy network, and explore whether a hegemonic actor in the transnational advocacy network will affect less powerful groups' issue framing. Our project uses software that locates the issue network on the internet, highlighting how transnational advocacy work and digital communication have become inextricably connected. We confirm that Cultuur – en Ontspannings Centrum, known as COC Netherland has higher‐than average centrality measures in the LGBT network. Noting the limitations of hyperlink analysis, we conduct a content analysis of select nodes illustrating the impact of a hegemon. We focus on marriage equality and find tentative support for our hypothesis: organizations with links to COC advocate for stronger forms of legalized same‐sex union than do organizations without ties.     

Blurred discourses: how market isomorphism constrains and enables collective action in civil society

Abstract Civil society – both national and transnational – is produced through the activities and discourses of a plurality of social actors, including political parties, NGOs and (new) social movements, media organizations, third sector organizations, market firms, and professional and trade associations. To understand the current dynamics of civil society, we need to combine the concept of the plurality with the investigation of a second phenomenon: namely, that in our globalized landscape master ideas and patterns of practices travel and materialize not only across national borders but also across different spheres of institutional life. In opposition to mainstream diffusionist explanations of the travel of ideas, we use Latour and Callon's translation model as a theoretical tool for reading an ‘exemplary’ case study taken from a broader Italian research programme. In particular, our aim is to provide some insights about how the current emphasis on economic performance and managerialization is translated into organizational processes of everyday activity regarding one of the most traditional collective actors of civil society, the third sector organization. The case considered here is a cooperative, whose origins are rooted in an encounter with Africa, and which is now engaged in a fair trade network. Specifically, we depict the complex system of meaning and practices that characterize this field when economic categories and priorities (for example rationalization, calculative action and efficiency) meet and blend with more conventional and expected logics of action (for example solidarity, emancipation and expressive behaviour) that are embedded within it.     

“Organizing Creativity: Enabling Creative Output,Process, and Organizing Practices”

How individuals can exercise creativity in collectivities is unclear. We thus need to more thoroughly investigate the ‘black box’ of organizational creativity. Future research should consider creativity in a variety of organizations, rather than just those that are known for creative outputs or practices. In addition, we need to examine what I call everyday, relational, and proto‐institutional forms of organizational creativity. Intra‐ and inter‐organizational aspects can enhance or depress such organizational creativity: (1) within the organization’s boundary: internal interactions among organizational members and (2) outside the organization’s boundary: the surrounding organizational environment or field, which include competing or supporting organizations, other organizational actors, and the state. These two aspects pose dilemmas about how to organize that can constrain or enhance organizational creativity. In addressing these dilemmas, organizations must mediate between under‐ and over‐organizing extremes. Organizations can enable creativity by incorporating changing interests and conditions. Organizations can eschew convention, increase rank‐and‐file involvement with corresponding authority, tolerate ambiguity and deviance, encourage improvisation, and support members’ diverse experiences and perspectives.     

Organization and Management in the Third Sector: Toward a Cross‐Cultural Research Agenda

Third sector organizations in the industrialized and the developing world—and particularly the subset of third sector organizations known as development nongovernmental organizations (NGOs)—are becoming more culturally diverse in internal staff composition, management styles, and working environments. Although cultural issues have been largely absent from the nonprofit and the NGO research literatures, the organizational implications of societal culture and organizational culture are widely debated within other research fields. This article proposes a closer engagement between third sector management research and the wider study of cross‐cultural organizational issues within anthropology, development studies, and management theory. It argues that such an exchange is necessary if third sector organizational research agendas are to include changing organizational landscapes effectively, and the article concludes with some ideas for future research.     

Tracking ‘the transnational’: studying transnational organizations and managements,and the management of cohesion

This article argues for greater clarity in researching transnational organizations and management, and the need for gendered multi‐level theory and gendered multi‐actor analysis. It examines different understandings and conceptualizations of ‘the transnational’ in studying transnational organizations and management, and their implications for understanding and conceptualizing the ‘management of cohesion’. In so doing, three conceptual and theoretical questions are considered: what are the major meanings of ‘the transnational’ in studying transnational organizations and management? What are the major different disciplinary frameworks in studying transnational organizations and management? What are the major epistemological debates in studying transnational organizations and management? Particular emphasis is placed on: the field of studies on transnational organizations and management; transnational research projects on transnational organizations and management; and the lives of transnational researchers. Two ongoing research projects – on gender relations in transnational organizations and managements, and men's changing organizational practices in Europe – are focused on to illustrate these issues. The theme of gender critique is developed throughout.     

External Perception Matters: The Phenomenon of Identity Coupling in Interorganizational Relations

This qualitative study investigates interorganizational relations (IORs) via 16 nonprofit organizations serving Chinese Canadians in Canada. This study reveals how potential partnering organizations perceive each other’s organizational identities that influence the formation and outcomes of IORs. An organizational ecological perspective of organizational identity is adopted. The study finds that value-based and resource-based organizational identity coupling of potential partnering organizations can facilitate the respective forms of IORs. The facilitating effect of Identity coupling is weakened in the presence of a third party with resource. The study demonstrates the utility of the orgnization ecology’s organizational identity literature and contributes to our understanding of value-based IORs.     

How flat organizations filter: organizational gatekeeping in a networked environment

The development of affordable Internet-based tools and platforms has led to major transformations in organizational dynamics. One key change is the shift of agency from center to ends and the consequent emergence of decentralized (networked) organizations. Focusing on the realm of collective action, we suggest that organizational configurations constructed around participants with greater agency induce organizations to promote new filtering tactics to sort out members who are valuable to the group. Drawing on Signaling Theory, we analyze the filtering behavior that organizations develop in their attempt to cope effectively with a type of tension characteristic of the digital era: The impetus to uphold egalitarian ideals on the one hand and the need to sort out desired participants on the other. Previous studies have explained how boundary work actually works in bureaucratic settings with fairly clear boundaries. This study focused instead on how new patterns of collective participation emerge, and how novel practices related to filtering are distributed in decentralized organizations. The study makes two points with theoretical implications. First, it explains an organization's decision to conduct filtering measures – a decision that on the face of it is counterintuitive since organizations operating in a digital environment can tolerate the enclosure of ‘free riders’. The second point relates to filtering practices. It shows that the emergence of new forms of participation, practices and norm, due to the development of networked media, encourages creativity in the development of specific filtering tactics, with activists considering new tactics for achieving their goals.     

Where do organizational forms come from?

Most theory and research on organizations assumes that the great diversity of organizational attributes reflects variation in implementation of a relatively small number of forms. Modern conceptions of organizational form concentrate on discontinuities in distributions of either attributes or relationships with other organizations. We argue that this approach be supplemented with an explicitly dynamic one that focuses on processes that create and erode boundaries in the organizational world. This paper discusses some of the advantages of this approach and specifies a number of processes that create and erode boundaries around organizational populations.     

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.     

Towards a theory of organizational storytelling for public relations: An engagement perspective

In this paper, organizational storytelling is defined as planned communication by. organizations that deliberately uses specific forms of content and delivery behavior to. engage audiences (both internal to the organization and outside it) cognitively and. affectively primarily for the achievement of organizational goals and objectives. But. there is little in the literature to show how organizational storytelling fits into the. theoretical lexicon of public relations; or to guide practitioners in how to adapt. storytelling to suit organizational purposes. There is even less discussion from either. perspective on how public relations can contribute to organizational storytelling. Stories are often described as being engaging, but little has been written to explain. why this is. Extant research tends to focus on the significance of engaging of. audiences with stories, rather than understanding how stories engage. This paper. adopts an engagement perspective on storytelling in general to identify the cognitive,. affective, and behavioral aspects of its elements (characters, plots etc.). The same lens. is then applied to organizational stories and shows how they use the elements of. engagement to convey organizational key messages. The paper also highlights. differences between storytelling and organizational storytelling. These findings are. incorporated into a checklist for practitioners to help them identify, create, critique, and. improve organizational storytelling in their work. In addition, the paper suggests ways. in which public relations can bring its uniquely relational perspective to contribute to. organizational storytelling by empowering stakeholder storytelling to organizations and. listening by organizations.     

Interorganizational influences on the founding of african american organizations, 1955–1985

This paper examines the relationship between traditions of social action and patterns of organizational development, using data on the formation of national African American protest, advocacy, and service organizations between 1955 and 1985. Following research in organizational ecology, Poisson regression is used to examine the association between organizational density and organizational formation across strategic forms. The results provide some support for the idea that interorganizational influences are important in shaping the contours of the African American social movement industry. Outside funding, internal organizational capacities and protest levels also play a significant role.An earlier version of this paper was presented at the 1992 annual meeting of the Eastern Sociological Society.     

Organizations and Learning: A Critical Appraisal

Discussions about organizations and learning continue to attract critical interest. Since the emergence in the 1970s of the notion of the “learning organization,” notions of systems’ learning, knowledge management and lifelong learning have progressively entered into the debates. Earlier debates, which drew on education and psychology fields as well as organization and management studies, frequently explored plural objectives for learning occurring within organizational and workplace arenas. They included emphasis on workers’ as well as managerial interests in various forms and objectives of learning. Latter debates on organizational learning appear predominantly shaped by a distinctive economic rationality and management interest. This article, from a sociological vantage point, reviews key thematic issues and critically explores some current questions in regard to organizations and learning. It proposes that a prevailing economic model in accordance with generalized policy objectives evident across the advanced economies for a neo‐liberalized “knowledge‐based economy” and “learning society” poses a particular set of contemporary issues and problems. The current juncture may, however, stimulate further innovation in models of learning organizations that widen agenda and prospects for learning.     

WWW.FAITH.ORG (Re)structuring communication and the social capital of religious organizations

This paper examines the relationships between Internet and social capital building within religious organizations, which are relatively understudied foci. Building upon theoretical insights provided by new institutionalism and recent research on the Internet, social capital and religion, this article explores the ways in which religious organizations have (re)structured their norms, values, and practices of religious community in light of the incorporation of the Internet into their congregational life. Drawing from interviews conducted with Christian and Buddhist religious leaders in Toronto, this article discusses three major relationships in which the effects of the Internet on social capital may be understood, that is, complementary, transformative, and perverse relationships. Religious organizations are traditionally associated with relatively high stocks of social capital, yet findings here suggest that their communicative norms, values, and practices are changing to a varying extent. The results also indicate that the relationship between the Internet and social capital building is largely complementary; however, the Internet is perceived by some to be a 'mixed blessing', facilitating the potential transformation of organizational practices that affect community norms while leading to the dispersion of religious ties that could undermine community solidarity. Thus, contrary to earlier studies that have documented no evidence of innovations involving the reconfiguration of organizational practices and the adjustment of mission or services, findings here illustrate how some religious organizations have expanded the scope of their calling and restructured their communicative practices to spur administrative and operational effectiveness. Like other organizations, religious organizations are not insulated from technological changes including those associated with the Internet. This study clarifies and identifies key ways in which the distinct spirituality, cultural values, and institutional practices and norms of religious organizations influence communication processes that constitute bridging and bonding forms of social capital in this dot.org era of faith.     

Ingesting the organization: The embodiment of organizational food rituals

This exploratory paper asks: ‘how do organizational food and drink rituals shape, reflect or create organizational culture?’ Adopting an embodied approach based on Merleau-Ponty's [1945. Phenomenology of Perception. Translated by C. Smith, 2003. London: Penguin. New York: Routledge] phenomenological work, this paper explores the significance of food-based rituals. Data were collected from different organizations using mixed methods and an embodied, reflexive approach – which is relatively novel in organizational research. Embodied experiences are potent, and this paper proposes that workplace food and drink rituals can powerfully influence perceptions of organizational culture. The unique contribution is in showing how embodied organizational rituals create and sustain organizational culture by using the pre-reflective moment of food ingestion to shape cognitive reconstructions of organizational culture. However, food rituals can be controlled and shaped by the organization to specifically influence employee perceptions of organizational culture. Control of food rituals can be perceived as a deliberate effort to create a constructive culture and encourage reciprocity through employee loyalty and effort.     

It's Not What You Do,But Who You Are: Informal Social Control,Social Status,and Normative Seriousness in Organizations

This paper analyzes the impact of managerial social status on the normative evaluation of managerial acts in organizational contexts. We test several propositions on the relationship between social status and normative evaluation derived from Donald Black's theoretical framework on social control. The research design consists of a factorial survey of 200 managers. Each respondent evaluated the seriousness of a normatively questionable managerial act. In each vignette, the perpetrator's social status was systematically manipulated in either a high or a low condition. The results generally support the argument that the higher a manager's social status the less vulnerable that individual is to unfavorable normative evaluations, holding constant the act. The paper closes with discussion of our findings in light of social structural and rational choice perspectives on informal social control in organizations. Additionally, we discuss methodological issues related to experimental research on informal social control in organizations, the consistency of our findings with those from previous studies of social control across diverse settings, potential theoretical applications and extensions of Black's framework in organizational contexts, and practical implications for the implementation of corporate codes of conduct and corporate dispute resolution systems.     

Impact of methods for reducing respondent burden on personal network structural measures

We examine methods for reducing respondent burden in evaluating alter–alter ties on a set of network structural measures. The data consist of two sets, each containing 45 alters from respondent free lists: the first contains 447 personal networks, and the second 554. Respondents evaluated the communication between 990 alter pairs. The methods were (1) dropping alters from the end of the free-list, (2) randomly dropping alters, (3) randomly dropping links, and (4) predicting ties based on transitivity. For some measures network structure is captured with samples of less than 20 alters; other measures are less consistent. Researchers should be aware of the need to sample a minimum number of alters to capture structural variation.