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Exploring the Biological Foundations of Managing People at Work
Andrew R. Timming
John W. Meyer
The final chapter by John Meyer makes clear the long trajectory neo-institutional research and theory has taken, from the initial formulations and seminal papers in the late 1970s and early 1980s to our current selection of papers that make up the chapters in this volume. Classical texts focus squarely on the embeddedness of organizations in broader societal environments and analyze these linkages, while focusing less explicitly on the inner side of organizations. This inner side, organizations’ internal differentiation, contradictions, and conflicts as well as the activities and orientations of individual and organizational actors come to the forefront in our book. In addition, Meyer’s chapter makes clear that we need a broader historical perspective in order to take the current organizational forms and the unprecedented rise of organizations in the modern, globalized, and (neo-) liberal era into account. The unquestioned verities of this (modern) era have to be seen as socio-historical constructs that evolved over time and that are increasingly questioned now and, therefore, might look different in the future.
Silviya Svejenova and José Luis Alvarez
The focus of the chapter by Silviya Svejenova and José Luis Alvarez is on the proliferation of top management positions, the so-called ‘C-Suite’ in business firms. In a neo-institutional vein, the increase in the number of such positions is linked to the broader institutional environments in which business firms are embedded. However, according to the authors the above linkage does not automatically trigger a ‘taken-for-granted’ response by which new chief officer roles come into organizational life. Instead, such roles are actively constructed by strategically operating organizations in response to the institutional complexity that is increasingly characterized by competing and at times conflicting logics.
Markus A. Höllerer, Renate E. Meyer and Michael Lounsbury
Markus Höllerer, Renate Meyer and Michael Lounsbury focus on annual reports of Austrian publicly listed firms and analyze how corporations theorize their social and societal responsibilities. They describe the pattern that they find on the field level as politicization of corporations at the expense of a de-politicization of society: Firms increasingly engage as ‘citizens’ in social policy while, at the same time, power and responsibility are relocated from the sphere of the neo-corporatist state to rather independently operating units such as private sector firms. The chapter not only addresses important conceptual and comparative issues in neo-institutional analysis, but it also speaks to research communities in macro-sociology, political science, and political economy that have not been at the center of attention of our approach so far.
In her contribution, Ann Westenholz explores the similarities and differences of the conventions and institutional logics perspectives in order to create a space for dialogue and mutual learning between the two approaches. Both approaches not only share a similar purpose, that is, helping us to understand indeterminacy and ambiguity, they also identify different social orders that may change over time. Both recognize that actorhood is important for the transformation of social orders, and they have both developed an understanding of how social orders and actorhood are interrelated. Despite these commonalties, the two perspectives have developed in different ways in France and the USA and not much dialogue has taken place between them until recently. Westenholz illustrates that a comparison of the two perspectives is helpful to create a common ground for analyzing and understanding how people coordinate their activities in indeterminate and ambiguous situations.