Episodi
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In Part 2 on DiMaggio & Powell’s “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizations,” we revisit the revisitation. 40 years following the article finds the world in the midst of the information age, while the article was still written in industrial times. Do the ideas still hold up, and might we consider isomorphism as more or less prevalent?
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In this episode, we discuss “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizations,” a ground breaking article by sociologists Paul DiMaggio and Walter Powell in 1983. The authors argued that the traditional views of why organizations tended to assimilate one another was not explained by the pursuit of rationality or efficiency. Rather, they did so in response to many other stimuli such as regulatory pressures, professional norms, and the need to reduce uncertainty. But why “the iron cage revisited”? The article was inspired by Weber’s use of the metaphor to describe how bureaucratization was destined to enslave humanity. That it did not (at least not to the extent anticipated) spurred the question of why else do organizations model themselves after others in their fields.
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Episodi mancanti?
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Coming soon! We will tackle “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizations,” a ground breaking article by sociologists Paul DiMaggio and Walter Powell in 1983. They argued that the traditional views of why organizations tended to assimilate one another was not explained by the pursuit of rationality or efficiency. Rather, they did so in response to many other stimuli such as regulatory pressures, professional norms, and the need to reduce uncertainty.
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The episode on Roethlisberger and Dickson concludes with a discussion of the contemporary meanings and importance of the Hawthorne studies. The authors concluded the book with the idea that executives should establish dedicated positions of leadership for mastering the human dimension of work in their firms and become experts in solving human problems so to maintain morale and optimize productivity. But was this heeded? Is it time to revisit this finding?
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We return for another look at the Hawthorne Studies through Fritz Roethlisberger and William Dickson’s 1939 book Management and the Worker. The work chronicles five years of experiments that initially sought the optimal conditions for increased worker performance but evolved into an examination of the social controls that worker exercise over themselves for self-preservation against managerial decisions. It also includes an introspective look into the researchers themselves as they had to design new experiments to make sense of the surprising and contradictory findings. The book is incredibly detailed and laid the foundation for the development of the Human Relations tradition in organization studies.
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We return for another look at the Hawthorne Studies through Fritz Roethlisberger and William Dickson’s 1939 book Management and the Worker. The work chronicles five years of experiments that initially sought the optimal conditions for increased worker performance but evolved into an examination of the social controls that worker exercise over themselves for self-preservation against managerial decisions. It also includes an introspective look into the researchers themselves as they had to design new experiments to make sense of the surprising and contradictory findings. The book is incredibly detailed and laid the foundation for the development of the Human Relations tradition in organization studies.
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This month we present a recording of a symposium titled “Design Choices: Examining the Interplay of Organizational Structure and Digital Technologies” from the 2024 Annual Meeting of the Academy of Management. Digital technologies now underpin the very fabric of the workplace; how tasks are assigned, bundled, and monitored partially hinges on the design of such technologies. Four panelists discuss various perspectives on the matter including design thinking, disparities of structures and norms that the same technologies generate among different nations, and the need to formally differentiate design research from design practice.
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This month we present a recording of a symposiumtitled “Design Choices: Examining the Interplay of Organizational Structure and Digital Technologies” from the 2024 Annual Meeting of the Academy of Management. Digital technologies now underpin the very fabric of the workplace; how tasks are assigned, bundled, and monitored partially hinges on the designof such technologies. Four panelists discuss various perspectives on the matter including design thinking, disparities of structures and norms that the sametechnologies generate among different nations, and the need to formally differentiate design research from design practice.
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We conclude our episode on economic sociology and valuation by looking at the impact work has had on contemporary research. Societies continue to wrestle with how to properly assign value to intangible things such as non-fungible tokens and other cryptocurrencies, “climate change,” and “social media.” There are also questions of the value and utility of expertise in legal proceedings – is it better to have the best expert as a witness or an expert who is a more effective communicator?
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Economic sociology bridges economics and sociology, exploring questions such as how social environments explain and influence economic activities. Of interest for this episode is the subfield of economic valuation, in which researchers have been studying how the monetary worth of something is formed or constructed. One influential work is Marion Fourcade’s “Cents and Sensibility: Economic Valuation and the Nature of‘Nature’,” published in the American Journal of Sociology in 2011. The article explores the economic valuation of peculiar goods, things that are intangible or otherwise cannot be exchanged in a market yet have a socialvalue, and uses a case study of the legal proceedings following oil spills in the US and France to explain why the monetary awards were calculated so differently from each other.
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Coming soon! We enter the field of economic sociology and valuation through a comparative study by Marion Fourcade on the different legal outcomes of oil spills in the US and France. “Cents and Sensibility: Economic Valuation and the Nature of ‘Nature’,” published in the American Journal of Sociology in 2011, presents a case study of the legal proceedings following oil spills in the US (the Exxon Valdez) and France (the Amoco Caldez) where the two lawsuits resulted in surprisingly different monetary awards to the plaintiffs. Why? The answers lie in how the nations constructed the very meaning of nature and its ostensible value.
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We conclude our episode on Resource Dependence Theory (RDT) by discussing its continued influence over organization studies and management science to present day. Does RDT help us better understand how organizations try to cope with contemporary challenges like social media technologies or the impacts of the COVID pandemic and its aftermath? What would Pfeffer and Salancik have to say about the roles of managers today?
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Resource Dependence Theory (RDT) represented a significant departure from extant literature on management and organization studies in the 1970s. Prior to the publication of Jeffrey Pfeffer and Gerald’s The External Control of Organizations: A Resource Dependence Perspective in 1978, the social context and environment surrounding organizations were little studied. In the book, Pfeffer & Salancik argued that the behaviors or organizations and their managers were driven by the context, because of the need for resources in order to survive. Thus, managerial decisions were based far more on how to manage interdependencies with external social actors than what would presumably lead to objectively better outcomes. They believe RDT explains more accurately the kinds of managerial behaviors observed and how organizations chose (and fired) their executives than other theories of the time.
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Coming soon! We will Jeffrey Pfeffer and Gerald’s The External Control of Organizations: A Resource Dependence Perspective that introduced Resource Dependence Theory on how organizations were dependent on the environment for resources and survival, that the environment often included social actors who sought control over organizations, and that managerial decisions sought in turn to mitigate or respond to that control.
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We conclude our episode on Robert K. Merton by examining contemporary challenges of conducting field work and the implications for the continued pursuit of rigorous science. How has field work changed or what new barriers have emerged? How must the academic community adapt to the present challenges of being able to conduct quality research?
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Robert K. Merton was a sociologist who founded the study of the sociology of science, how acts of research influence and are influenced by the contexts being studied. Two of his early essays exemplify this body of work whereby he and his research teams reflect on the challenges and difficulties of performing field work. Inthis episode, we examine two speeches delivered in 1947 – “The Machine, the Worker, and the Engineer” and “Selected Problems of Field Work in the PlannedCommunity” – that exemplifies the effort to better understand how to study social change in organizations due to technology change.
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We will explore two of the early works of renowned sociologist Robert K. Merton whose interests included studying the processes of field work in order to improve the quality and rigor of field studies. What are the challenges and difficulties of doing research in environments rife with conflict and tension?
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In Episode 114, we re-examine one of our earlier episodes that covered Trist & Bamforth’s study on the longwall method of coal-getting (Episode 34) is the most referenced of any episode we have released. In this introductory segment, Pedro & Tom take a retrospective look at the episode, why it was included in the program back in 2017, and why it continued to come up in conversation over and over again in the seven years since.
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In this bonus release, Tom talks about using Trist & Bamforth's study as a way of teaching professionals (student-practitioners) about managing organizational change. By telling the story in a way that does not require mastery of the coal-getting terminology, Tom shows how to bring the case study to life for a contemporary audience and help them see what the sociotechnical systems framework can do to help them understand the implications of introducing new methods or technologies without consideration of the social consequences.
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