Suchergebnisse

Der Begriff »Jude« wird als Schimpfwort verwendet - und antisemitische Witze stellen einen Anlass zum gemeinsamen Lachen dar. Gruppendiskussionen, in denen Jugendliche solcherlei antisemitische Redensarten aufgreifen, stehen im Fokus dieses Buches. Tim Seidenschnur geht den partikularen Gruppennormen nach, die zur nonchalanten Verwendung und Akzeptanz antisemitischer Redensarten führen und fragt nach den Bedingungen ausbleibenden Protests der Mitschüler. Zudem wird analysiert, ob und wie diese kontextuell gebundenen, antisemitischen Äußerungen in die politische Kultur der Bundesrepublik hinein

This paper focuses on entrepreneurial groups as a narrative construct within organizations, i.e., intrapreneurial groups. It analyzes the narrative construction of intrapreneurial groups within different institutional logics using the example of a company in the automotive industry. As part of the institutional logic of the market, a logic of innovation exists in this company. This logic establishes narratives, which determine how sense-making and the narrative construction of intrapreneurial groups occur. The paper analyzes these narratives and the way in which intrapreneurial groups are socially constructed within them. However, the analysis shows that while the logic of innovation is diffused throughout the entire organization, it comes into conflict with other logics when members of the organization apply it to discussions on upcoming changes. Referring to the research on institutional logics and institutional complexity, the paper analyzes such conflicts between logics. Within these conflicts, the narrative construction of intrapreneurial groups changes. The paper further contributes to research on intrapreneurial groups by analyzing how the narrative construction of intrapreneurial groups changes according to other logics, which are taken up in order to restrict the logic of innovation and confront the logic of innovation in conflicts.

Management consulting has spread to almost all institutional fields. While scholars have largely acknowledged consultants' role in implementing and legitimising decisions (i.e., legitimation by consultants), less is known about how consultants themselves gain legitimacy (i.e., legitimation of consultants). New institutionalism suggests that legitimacy building refers to the broader institutional context in which consulting takes place and will therefore unfold differently in different fields. By following this reasoning and integrating the institutional work concept, we argue that active clients play an important role in legitimacy-building processes vis-à-vis external consultants. We use data from semi-structured interviews with 38 clients and 41 consultants in two fields beyond the traditional consulting business: public administration and universities. Our analysis shows that in both fields, management consultants source their legitimacy from a broad range of institutional values and processes. In public administration, they have to adapt to a bureaucratic organisation and hierarchy, which gives rise to field-specific interpretative patterns. At universities, consultants do not only have to account for the managerial and administrative thinking of universities' administrations but also for academic perspectives and traditions in the organization. In both institutional fields, clients who are active in consulting processes co-construct consultants' legitimacy. However, the role they take as consultants' partners contrasts between the fields. This is indicated by differences in the way how the failure of a consulting project and its consequences for clients is perceived.