Bureaucracy, Collegiality and Social Change
Show Less

Bureaucracy, Collegiality and Social Change

Redefining Organizations with Multilevel Relational Infrastructures

Emmanuel Lazega

This insightful book theorizes the contrast between two logics of organization: bureaucracy and collegiality. Based on this theory and employing a new methodology to transform our sociological understanding, Emmanuel Lazega sheds light on complex organizational phenomena that impact markets, political economy, social networks and social stratification.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 3: Combined bureaucracy and collegiality in co-constitution of organizations and their environment

Emmanuel Lazega


Multilevel activation in this stratigraphy redefines coopetition but is heavily determined by “the environment” of the organization. Chapter 3 revisits the classical theory of the rapport between organization and environment using analyses of multilevel networks reaching across organizational boundaries. These analyses combine interindividual, interorganizational and affiliation networks to model how specific interindividual relational configurations help manage conflicts at interorganizational levels; or where the little fish can catch up with the big fish in the big ponds over time. An empirical example of multilevel networks in science identifies how multilevel relational infrastructures transform cut-throat rivalry into manageable coopetition among peers. Derived concepts such as “dual alters”, “extended opportunity structures” or “multilevel Matthew effects” add to current approaches of competitive advantage and coopetitive success in innovation. This leads to the contextualization of multilevel networks and the study of organized mobility and relational turnover as their social determinants, using the metaphor of the multilevel spinning top (multispin). Issues of unequal distribution of “synchronization costs” in these dynamics also emerge as characterizing multilevel activation in such contexts.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.