Interorganizational Relations
In: Annual review of sociology, Band 11, Heft 1, S. 281-304
ISSN: 1545-2115
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In: Annual review of sociology, Band 11, Heft 1, S. 281-304
ISSN: 1545-2115
In: Handbook of Public Administration: Concise Paperback Edition, S. 142-152
In: Handbook of Public Administration, S. 234-244
In: The SAGE Handbook of Public Administration, S. 292-304
In: Sociological inquiry: the quarterly journal of the International Sociology Honor Society, Band 39, Heft 1, S. 108-110
ISSN: 1475-682X
In: Administrative Science Quarterly, Band 16, Heft 4, S. 430
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 16, Heft 4, S. 430-443
ISSN: 0001-8392
In: Advances in applied business strategy 11.2008
In: Journal of Voluntary Action Research, Band 10, Heft 3-4, S. 18-52
In: Center for Policy Research monograph series 4
In: Social service review: SSR, Band 72, Heft 3, S. 285-309
ISSN: 1537-5404
In: The sociological quarterly: TSQ, Band 18, Heft 1, S. 62-82
ISSN: 1533-8525
In: The sociological quarterly: TSQ, Band 18, Heft 1, S. 62-82
ISSN: 1533-8525
In: Human relations: towards the integration of the social sciences, Band 61, Heft 8, S. 1117-1137
ISSN: 1573-9716, 1741-282X
Organizational gossip has largely been discussed in terms of effects at the individual level. In this article we turn our attention to the organization level. The article makes a research contribution that addresses gossip that spreads fact-based rumours about organizations in terms of their shifting role in circuits of power. The research question asks what happens when organizations officially formulate themselves as doing one thing while other organizational actors that are influential in significant organizational arenas (in which these formulations circulate) counter that these formulations are patently false. Theoretically, we draw on the literature on organizational gossip and rumour as well as on the politics of non-decision-making. Our argument is advanced by reference to a case study of the Australian Wheat Board and UN Resolution 661. Basically, organizational gossip plays a key role in the production of interorganizational power dynamics, an insight previously neglected.