Suchergebnisse

I examine the microlevel processes involved when members of an organization seek to persuade others to internalize a new institutional logic. To do so I conduct a qualitative study of the Alpha course, an evangelizing movement designed to convert agnostics to a particular—and contested—interpretation of Christianity. My analysis suggests that the process of persuading actors to adopt a new logic entails four distinct kinds of microinstitutional work and illustrates the dynamics underpinning each of them. It also delineates three discrete paths that targeted actors may follow in response to persuasive attempts. I contribute to organization theory by building a framework that conceptualizes the microfoundations of institutional persuasion and conversion. The framework illustrates the two-way nature of institutional communication and highlights the potential of emotion and ritual performance to connect actors with—and alienate actors from—institutional logics.

AbstractSocial enterprises are non‐profit organizations that seek to achieve social goals through commercial activity. Because they have both social and commercial objectives, social enterprises are confronted with high levels of complexity in their strategizing and operations; not only do they have to generate sufficient revenue to re‐invest in their business operations, they also have to maintain investment in social projects in their community. Under conditions of resource scarcity, this poses severe challenges which can threaten the long‐term sustainability of the enterprise. In this paper the tension between allocating resources to commercial activity and social action is explored. A simple causal‐loop diagram is constructed which maps out the relationships between resource allocation and a number of other variables thought to influence the sustainability of social enterprises. By tracing through the diagram, a range of generic strategic alternatives available to social enterprises is evaluated and discussed. Copyright © 2010 John Wiley & Sons, Ltd.

This article investigates relationships between Owner Managers and First Line Managers (supervisors) in small firms. A model comprising four components - competency, role, style and vision - was developed to consider the operating reality of this dyad, and its robustness considered using an embedded case study design ( n= 15). The analysis relied upon 'pattern matching' in which a set of a priori propositions were examined, and (a) the predicted outcome (based on the model) compared with (b) the observed outcome (based on respondents' assessment of the relationship). Two types of factor were identified: style and vision were found to be contingent, varying according to the dynamic of the relationship and expectations of those involved, while competency and role were deemed to be core elements without which effective interrelating is unlikely. Finally, the model was revised to include a fifth dimension - an emotional bond comprising trust/mutual respect - which appeared to be a crucial feature of effective relationships.

Networks of interaction have assumed particular significance in recent years because of their presumed importance for learning and innovation. Alliances between related firms are thought to encourage interactive learning between participating organizations through the sharing of knowledge and information, which is itself facilitated through trust, shared values and ways of working. The vast body of literature that has emerged is, however, incredibly fragmented, encompassing an array of theoretical positions and perspectives. This paper focuses upon two issues which are believed to be of particular significance and which need clarification in order to move to a clearer understanding of the ways in which networks of interaction evolve, and of their capabilities and limitations in relation to economic performance and competitiveness: (1) the importance of network structure, arguing that innovative activity requires flexibility with regard to network formation. (2) The role of geography in relation to the construction and functioning of alliances. It is the contention here that networks are likely to be increasingly international in scope.

Both history and current events attest to the continued significance of religion in society. Despite the role and importance of the institution of religion, and the profound influence that religious organizations continue to exert, it occupies a curiously marginal place in organization theory. At the same time, organization theory has been criticized for its narrow focus on corporations and there have been calls to study a much broader range of organizational forms (e.g., Bamberger and Pratt, 2010). Interestingly, the small number of studies on religious organizations to have published have ha

Despite the profound influence that religious organizations exert, religion occupies a curiously marginal place in organization theory. This volume aims to make available in one place existing knowledge on religion and organizations, encouraging more organization theorists to include religion as part of their research activities and agenda.

Despite the profound influence that religious organizations exert, religion occupies a curiously marginal place in organization theory. This volume aims to make available in one place existing knowledge on religion and organizations, encouraging more organization theorists to include religion as part of their research activities and agenda.