Rules in Organizational Context: Narcotics Law Enforcement in Two Settings*

Studies of organizational action tend to isolate actors, structures, and goals as if they were not concretely interdigitated in organizational conduct. In many cases, actors are omitted as relevant units of analysis; goals are stated as abstracted entities unrelated to complex collective processes of defining, clarifying and evaluating goal-attainment, and often rules are not studied as continuously negotiated through and by interaction. Unless a close analysis of how broadly defined rules emerge as narrowly defined procedures sanctioned as reasonable and proper conduct is undertaken, the assumptive nature of the concept “bureaucracy” is left unexamined, operates invisibly, and thus impedes sociological analysis. This paper, based on fieldwork and interviews in three police organizations, identifies the processes by which an abstract organizational goal is defined, deferred to and becomes actionable. The organizational contexts of the two narcotics enforcement units (from which most of the data presented here are derived) embed the rules said to guide the pursuit of major violators of narcotics laws and systematically make certain aspects of the work either visible or obscure. Thus, some members are exposed to negative sanctioning while others experience positive sanctioning. This suggests that since the context of rules, not the rules themselves, nor the rules about the rules (so characteristic of formal organizations), determine the consequential (i.e., actionable) meanings of acts, situated interactions, accounts and shared understandings should be examined in the sociological analysis of organizations.     

Conceptualising informal institutions: Drawing on the case of guanxi

Institutions regulate social life through formal rules and sanctions. These are distinguished from another source of social regulation, the informal incentives and constraints inherent in cultural currents and customary practices. Informal practices may be based not simply on cultural forces, though, but expectations regularised by informal rules and sanctions, which may operate as informal institutions. One approach holds that informal institutions arise out of formal institutional voids. Another holds that informal institutions operate in response to situations in which formal institutions frustrate the interests of individuals and groups who engage informal institutions to augment, compromise, or subvert formal institutions. After developing the concept of informal institution, the article goes on to indicate how an informal relationship pervasive in modern China, guanxi, may be understood as an informal institution. It is shown that by drawing on the case of guanxi the scope of the concept informal institution can be extended and also that our understanding of guanxi is enriched when the concept of informal institution is applied to its analysis.     

Toward an Organizational Perspective on Identifying and Managing Formal Gatekeepers

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

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.     

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.     

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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Symbolic Power and Organizational Culture

With the recent wave of corporate scandals, organizational culture has regained relevance in politics and the media. However, to acquire enduring utility, the concept needs an overhaul to overcome the weaknesses of earlier approaches. As such, this paper reconceptualizes organizational culture as a negotiated order ( Strauss 1978 ) that emerges through interactions between participants, an order influenced by those with the symbolic power to define the situation. I stress the complementary contributions of theorists of practice (Bourdieu and Swidler) and theorists of interaction (Goffman and Strauss), building upward from practice into interaction, symbolic power, and the negotiated order. Using data from initial reports on the fall of Arthur Andersen and Co., I compare this symbolic power approach to other approaches (culture as subjective beliefs and values or as context/public meaning). The symbolic power model has five virtues: an empirically observable object of study; the capacity to explain conflict and integration; the ability to explain stability and change; causal efficacy; and links between the micro‐, meso‐, and macrolevels of analysis. Though this paper focuses on organizational culture, the symbolic power model provides theoretical leverage for understanding many situated contexts.     

Distribution of Illiquid Financial Products: The Case of Italy

The investment in illiquid financial products introduces multiple profiles of criticality related to the perception of the effective profiles of risk and to the intermediaries’ distributive policies. However, the notion of illiquid product could be affected by some misunderstanding such as the tendency (which constitutes a simplification) to identify it to the trading venue, for which are illiquid only those products negotiated over the counter. In actual fact, it is necessary to estimate an instrument on the base of its characteristics, those of the issuer and the eventual market of negotiation. From a substantial point of view, this has some important implications regarding the regulatory profiles of investor’s protection. The Mifid in Europe set conduct rules to align the behavior of the intermediary regarding the objective to best serve the investor. The harmonization of the conduct rules passes from the implementation of level 3 measures. This paper examines the problem to the light of the implementation of level 3 measures in Italy.     

Barossa Night: cohesion in the British Army officer corps

Contrasting the classical explanation of military group cohesion as sustained by interpersonal bonds, recent scholars have highlighted the importance of ritualized communication, training and drills in explaining effective military performance in professional armies. While this has offered a welcome addition to the cohesion literature and a novel micro‐sociological method of examining cohesion, its primary evidential base has been combat groups. Indeed, despite their prominent role in directing operations over the past decade, the British Army's officer corps has received relatively little attention from sociologists during this period. No attempt has been made to explain cohesion in the officer corps. Using a similar method to recent cohesion scholars, this paper seeks to address this imbalance by undertaking a micro‐sociology of one ritual in particular: ‘Barossa Night’ in the Royal Irish Regiment. Firstly, it draws on the work of Durkheim to examine how cohesion amongst the officer corps is created and sustained through a dense array of practises during formal social rituals. It provides evidence that the use of rituals highlights that social solidarity is central to understanding officer cohesion. Secondly, following Hockey's work on how private soldiers negotiate order, the paper shows how this solidarity in the officer corps is based on a degree of negotiated order and the need to release organizational tensions inherent in a strictly hierarchical rank structure. It highlights how the awarding of gallantry medals can threaten this negotiated order and fuel deviancy. In examining this behaviour, the paper shows that even amongst an officer class traditionally viewed as the elite upholders of organizational discipline, the negotiation of rank and hierarchy can be fluid. How deviant behaviour is later accepted and normalized by senior officers indicates that negotiated order is as important to understanding cohesion in the British Army's officer corps as it is amongst private soldiers.     

Negotiating Interorganizational Orders*

Strauss' (1978) negotiation paradigm is used to analyze interorganizational relations leading to development of a complex of eleven rehabilitation agencies. Analysis is based on records over a twenty-five year period and four years of participant observation and interviewing. The structural context for the negotiations is described in terms of over-lapping societal, communal, interorganizational, organizational, and interpersonal levels. The analysis points out the importance of covert, informal negotiations to interorganizational relations. The negotiators who initiated the process employed a strategy of multiple-linked negotiations in which they attempted to select negotiators from the other organizations and the issues to be negotiated. Stakes were manipulated according to a cost-reward-involvement formula. Problematic issues were dealt with in informal covert negotiations which preceded overt negotiations in a peer type council. Consideration of the negotiation process aids in understanding several problems in interorganizational relations: power and autonomy and the consequences of interlocking directorates. The negotiated order approach suggests several lines of additional research.     

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.     

Going to the Crackhouse: Critical Space as a Form of Resistance in Total Institutions and Everyday Life

This article explores the extent to which organizational identity claims and the formal organization of social control influence how actors in a total institution conceptualize their “real” selves. The setting for this case study is Project Rehabilitate Women, a drug treatment program serving incarcerated female offenders. Using Goffman's analysis of the total institution as a guide, I explore the importance of “secondary adjustments” for self-definition. This analysis will show that the capacity of residents to distance themselves from the label of “addict” is contingent on the formal structure of social control. I will argue that, in the absence of traditional distancing strategies, residents construct “critical space” as an alternative means to subvert institutional control mechanisms and to creatively acquire the resources necessary to articulate definitions of self that are distinct from staff constructions. It is clear that resistance, whether temporary or sustained, successful or failed, is central to how subordinates maintain their sense of self in an environment committed to radical self-transformation.     

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.     

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.     

Negotiated Orders: The Negotiation of Directives in Paramedic-Nurse Interaction

Whereas the “negotiated order approach” emphasizes the importance of communicative events in the constitution of organizational settings, there has been little attempt to formally describe the properties of talk that occur in these settings. This article demonstrates that detailed examination of the temporal unfolding of negotiative processes contributes to our understanding of the bundle of tasks which comprise organizational settings. Through close analysis of the negotiation of directives in paramedic calls for emergency field orders, I demonstrate that negotiation is more than a metaphor for describing organizational order; real-world negotiations are complex interactional processes which can be described in their rich detail.     

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.     

Podiatrists in a Weberian Spirit: Medical Care Specialists Seeking Full Professional Status and Recognition

Abstract

This paper examines the extent to which teaching strategies provide socialization experiences to young women that foster the skills needed to promote their early careers. The study is guided by literature on formal social relations in schools and workplaces. Data from three methods are examined: classroom observations of female students preparing for work, personal interviews with the students and discussions with their teachers, and a mail survey of their employers. Noncollege women who can demonstrate to employers that they can successfully manage workplace rules and regulations are more likely to be rated as successful at work and obtain available promotions than are their peers without these skills. However, the work organizations they enter provide little formal access to power, and teachers do not socialize all female students for work in ways that will help them be successful in situations involving employers and clients. Further research clearly is needed on how success in work settings is influenced by the type of organizational skills acquired in formal settings such as schools. Particular attention should be paid to the preparation of women and other socially disadvantaged groups.     

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.     

Telling stories,reflecting, learning: hannah arendt and organization

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