Organizational theory and behaviour Books

Book SynopsisThe COVID-19 pandemic will forever be remembered as a pivotal event in American history. Written by one of the world''s foremost experts on leadership and followership, this book centers on the first six months of the pandemic and the crises that ran rampant. The chapters focus less on the former president, Donald Trump, than on his followers: on people complicit in his miserable mismanagement of the crisis in public health. Barbara Kellerman provides clear and compelling evidence that Trump was not entirely to blame for everything that went wrong. Many others were responsible including his base, party, administration, inner circle, Republican elites, members of the media, and even medical experts. Far too many surrendered to the president''s demands, despite it being obvious his leadership was fatally flawed. The book testifies to the importance of speaking truth to power, and a willingness to take risks properly to serve the public interest.Trade ReviewAn eye-opening look at how bad leaders – one in particular – rely on bad followers.' KirkusTable of ContentsPart I. Trump's Tribe: 1. Base; 2. Party; 3. Administration; 4. Inner Circle; Part II. Virus Crisis: 5. Prequel to the Pandemic; 6. Sequence of the Pandemic; 7. Science of the Pandemic; 8. Politics of the Pandemic; Part III. Trump's Team: 9. Vice President, Cabinet; 10. Senior Advisors; 11. Senators, Governors, Media; 12. Medical Experts; Epilogue: Enabler Effect.

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Book SynopsisWhat would development look like if its practitioners and scholars were ''against NGOs,'' challenging common sense about them? This book presents a critical perspective on NGOs, describing how they emerged as key agents of development over time. Through an interpretative history based on Gramscian concepts it shows how civil society organizations were gradually enlisted in development as non-state technocratic actors. The book argues that management studies and development studies emerged as commonsensical explanations for capitalist crises. Each offered complementary solutions to balance the needs of capital and society, in particular historical circumstances. These solutions also situated civil society as agents of development and vectors of management. Against NGOs fills a gap within the literature of management and development studies through its original discussion of their historical interconnections and shared themes. The book raises provocative questions on what forms of knowleTrade Review'Against NGOs is a fascinating book that brings together two often separated fields: management studies and development studies. Using the Gramscian concept of common sense, the book presents us with a perspective of the pivotal and shifting role NGOs play as agents of development and disseminators of management doctrines, especially in moments of capitalist crisis. It avoids reducing criticism to NGOs only as instruments of exploitation and partners in an order imposed by the Washington Consensus but seeks bases for reconstructing a plural sense for civil society to realize a genuinely emancipatory project. It is essential reading for our times, both for scholars in management studies and development studies and activists involved in the various struggles for a better future.' Mário Aquino Alves, Professor, FGV São Paulo School of Business Administration'In this urgent and important book, Nidhi Srinivas contends that NGOs, hitherto seen as the saviors of civil society, are now in danger of being hopelessly coopted by the hegemony of capitalism. Fortunately, this hegemony remains incomplete, and Srinivas uncovers ways in which emancipatory possibilities can be nurtured in the service of 'The Wretched of the World,' to recall Franz Fanon's eloquent description. Indeed, Srinivas is, in a sense, one of Fanon's heirs, advocating for an organic bond between theorizing and praxis. I strongly recommend this extraordinary book for researchers in management and organization studies who believe that the best way to live is to make life better for the most disadvantaged among us.' Raza Mir, Professor, William Paterson University'What is the social function of the non-governmental sector within the development, management, and civil society nexus? Nidhi Srinivas examines the frontiers of capital operating in and through NGOs to deliver a major book on the critical limits and possibilities of civil society as a space of emancipation.' Adam Morton, Professor, The University of Sydney'Many contemporary accounts of NGOs have critiqued them as being either 'malign actors' or 'futile players'. However, both of these characterizations miss the context within which these organizations presently operate. In this excellent book, Srinivas takes a much more nuanced approach in examining the contexts that NGOs work in by employing the key concepts and practices of Development, Management, and Civil Society. This book takes you on a critical journey through the different historical stages of global capitalism by utilizing an analysis of colonialism, modernism and financial capitalism and their relationship to International Development. I would highly recommend this book to anyone interested in the theories, practices and actions of NGOs more specifically and International Development more broadly.' Helen Yanacopulos, Professor, The University of British ColumbiaTable of Contents1. Introduction: Twinning Development and Management from a Critical Perspective; 2. Colonial Development and Early Management; 3. Modernization Theory and Modernist Management; 4. Dependency Theory and an Alternative Technocracy; 5. High Management; 6. The Washington Consensus and Financialization; 7. Moving past the Washington Consensus; 8. Conclusion: Possibilities of Emancipation.

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Book SynopsisThis new kind of OB product,Organizational Behavior: Real Solutions to Real Challenges, came from our increasing recognition of the challenges faced by former students working in contemporary organizations today. Those graduates tell us that they are ultimately challenged most by the people problems in their work. So, we wanted our current students to understand that reality and to exposure them to the best current evidence and thinking about how informed people attack those challenges. Our charge was to create a product that focused on real solutions to real challenges in the real world. We have drawn on many sources including the Management & Organizational Behavior Teaching Society (MOBTS) and the Teaching and Learning Conference (TLC) of the Academy of Management.Table of ContentsChapter 1 - OB: What it Is and Why It MattersChapter 2 – The Central Role of People In OrganizationsChapter 3 – Individual DifferencesChapter 4 – Workplace StressChapter 5 - Problem SolvingChapter 6 – Organizational EthicsChapter 7 – Persuasive CommunicationChapter 8 – Motivation Chapter 9 – Conflict & NegotiationChapter 10 – Power & InfluenceChapter 11 – LeadershipChapter 12 – Team EffectivenessChapter 13 – Culture & DiversityChapter 14 – Organizational Structure & DesignChapter 15 – Making Change

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Book SynopsisThere are few books in the market that talk about the effort within and outside of the job that helps software engineers advance in their careers.Table of ContentsChapter 1: The Why: Why NotChapter 2: Content Creation: Tips, Tricks, & Info· Social Media Management· How to Grow Your Following· Content Tips· Honesty· Scheduling· Medium· Dev.to· Podcasting· Podcasting Tips· Podcasting Resources· StreamingChapter 3: Resume Writing: Tips for Editing · The Overview Section· Experience· Everything Doesn't Belong· Education· Optional Sections· Aesthetics Chapter 4: Interview Insight: How to Get the Job · The Hard Truth· Recruiters· LeetCode· System Design· API Design· Soft SkillsChapter 5: Salary Information: Get Your Biggest Bag · Salary· RSUs· Vesting Period· Bonus· Signing Bonus· More RSUs· NegotiatingChapter 6: Senior Responsibilities: Obligations You Now Have as a Senior Engineer · Your Onboarding· Your Introduction· Working Hours· Meetings· Knowledge Transfers· Hiring Practices· MentoringChapter 7: Best Code Practices: How to Organize Code· Single Responsibility· Modularity and Extensibility· Formatting· Extensive Testing· Pull Request Reviews· Deployment· Continuous Integration & Continuous DeploymentChapter 8: Reliability and Resiliency: Software Efficiency and Tips· Take it one step at a time· How many applications?· Are your applications already delivered automatically?· Determine processes around reviewing, pushing, and delivering code· Containerize the application· Ensure code has sufficient test coverage· Start nightly builds with functional testing· Build for the future· Identify bottlenecks and optimize· Estimate the time· Getting your team on board

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Book SynopsisA realist's guide to management, the authors capture the complex life of organizations, providing not only an account of theories, but also an introduction to their practice with examples from everyday life and culture discussing the key themes and debates along the way.

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Book SynopsisIn all societies, the normal flow of life is occasionally interrupted by critical episodes, accompanied by a sense of threat and insecurity, challenging the way in which people understand the world around them. Such situations, called crises, can be caused by natural forces (earthquakes, tsunamis, storm winds, torrential rain, snowstorms, avalanches, epidemics), intentional actions of "others" (ie: various enemies inside or outside the society) -- international conflicts and war, terrorist attacks -- and human errors in managing technology, to name a few. But their roots may also be in poorly functioning socio-technical and administrative systems (infrastructure breakdowns, industrial accidents, economic crises, and political scandals). Historically, we can say that crises are increasing in number and becoming more diverse by nature. In the early development of civilisation, the main threat came from nature and conflicts between human groups, whereas in modern post-industrial societies, these are joined by risks coming from engineering and technology. In addition to old crises whose causes, consequences and time curves are more or less known, modern crises also appear, against which the human mind is powerless, organisational capacities are insufficient, and which make the public existentially concerned.Table of ContentsFor more information, please visit our website at:https://novapublishers.com/shop/crisis-management-introducing-companies-organizational-reactivity-and-flexibility/

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Book SynopsisA collection of 32 original chapters, reporting on research conducted around the world by top scholars in over 50 countries in an effort to bring to bear a greater collective comprehension of how people in work organisations around the world think, feel, and behave (politics, leadership, stress and differing global contexts). It can be of great use to several different audiences. Useful in classroom settings for graduate seminars, and even special courses in: Business, Organizational Behavior (OB), HRM, OD, OT, OS, Management, Industrial Sociology, Politics, Negotiations, Gender, Ethnic and Cultural Studies, Labor Relations, Marketing, Political Economy, Family and Consumer Science, Law, Journalism and Communications, Nursing Science Administration, Public Policy, Interdisciplinary Studies, Social Work, Industrial/Organisational Psychology, Social Psychology, Social Economics, and in-house training programs, MILR, MPA, MBA and executive educations classes. Overall, one of the most current, practical, conceptual, and up-to-date researched global perspective reference texts today on the market.Table of ContentsDedication and Acknowledgments; Editorial Foreword: Overview, Perspectives, and Themes for Global Organizational Science Research; Global Organizational Science: A New Reality for World-Class Organizations Twilight of Dawn or of Evening?; Research Methods in the Organizational Sciences; The Interplay of Philosophy of Science, Statistics, and Storytelling; Personal Reflections on Cross-Cultural Research; Xenophobia in the United States: Structural Drivers; Thirty Years and Growing: Review and Identification of Theory/Research Challenges in Perceptions of Organizational Politics; Monetary Wisdom: From the Holy Bible to a Global Theory of Organization Science; The Pandemic Political and Social Bill; Crafting Inspirational, Memorable, and Practical Theories: The Lessons of The Last Supper; Critical Analysis of New Themes and Trends of SHRM in the Perspective of Business Ethics and Philosophy of Management; Psychological Need Strength and Work Motivation as Sequential Mediators in the Perceived Organizational Politics Job Performance Relationship; The Jerk Whisperer: The Interactive Effects of Abusive Supervision, Self-Control, and Supervisor Performance on Subordinate Supervisor Social Exchange Quality; Attenuating the Negative Effects of Abusive Supervision: Resilience in the Face of Adversity and Punishment to Dissuade Deviance; Leadership Styles Employee Upward Influence Tactics Relationships: Testing the Moderating Effects of Political Skill and Organizational Politics Perceptions; Moderating Effects of Leader Narcissism on the Relationships Between Leader Political Skill and Follower LMX and Affective Commitment; Linking Psychological Capital to Ambidexterity: Does Leadership Perception Matter?; The Role of Family Ownership and Control Over the Organizational Political Environment: The Importance of Political Skill for Top Management Team Members; Leveraging Social Media to Enable Leadership during Crises: Linking Treat Leader Behaviors and BOAT Leader Attributes; Leadership Style Differences Between North American and Indian Immigrants: A Cross-Cultural Comparative Analysis; Motivation to Engage in Distributed Leadership: An Agenda for Future Research; Discourse, the Longue Durée, and Regional Identity: Why Regions Fragment into States but only Europe Re-Integrates, Contentiously; Creative Team Networks and Innovation Outcomes: The Effects of Context and Team Socio-Structural Factors in Creative Industries; The Role of Emotional Exhaustion, Vigor, and Negative Affectivity in the Abusive Supervision Work Outcomes Relationships; Social Class, Gender and Working Status as Determinants of Stereotype Content in Two Cultures; Remembering Together: Individual and Social Aspects of Collective Memory; The Relationship between HRM and TQM Practices among Egyptian Employees; On the Primacy of Emotion: The Order of Things From Aristotle, James, Darwin, Tomkins, to Ekman, Izard Boyle, and Akande; From Myself to Ourselves: Self-Transcendent Emotions, Collective Gatherings and Rituals; Diagnosing the Emotional Climate of an Organization; Perceived Control and Prejudice with Respect to Hiring, Sacking and Outgroup Derogation; Control, and Ingroup Favoritism: When Evaluating MĀORI and Non-MĀORI Job Applicants; Conclusions and Some Future Directions for Global Organizational Science Research; List of Contributors; About the Editors; Index.

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Book SynopsisOrganisational Behaviour (OB) is the study and application of knowledge about how people, individuals, and groups act in organisations. It does this by taking a system approach. That is, it interprets people-organisation relationships in terms of the whole person, whole group, whole organisation, and whole social system. Its purpose is to build better relationships by achieving human objectives, organisational objectives, and social objectives. The organisation''s base rests on management''s philosophy, values, vision and goals. This in turn drives the organisational culture which is composed of the formal organisation, informal organisation, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organisation. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcomes are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organisation operates from. This book presents carefully selected current research on this subject.

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Book SynopsisIn Camouflaged Aggression in Organizations, Alexander Abdennur unveils his theory of two modes of aggression in organizations: confrontational and camouflaged. Focusing on camouflaged aggression, he describes patterns of behaviour and shows how these intersect with personality and sociocultural factors. He defines the effects of non-confrontational aggression in terms of organizational and mental health. In discussing prevention and control of this harmful behaviour, Abdennur recommends a cognitive approach to manage workplace hostility in businesses, the public sector, and not-for-profit organizations. Professionals, professors, and students of psychology, organizational behaviour, and criminology will find this a necessary and insightful resource.Trade Review"Camouflaged Aggression is raw and fascinating with a quirky voyeuristic quality, like watching primates in a zoo. It is beyond sociology. It is entertaining." -- Holly Doan * Blacklock's Reporter *Table of ContentsIntroduction 1 | Three Faces of Aggression Confrontational Aggression, Passive-Aggression, and Camouflaged Aggression Definition of Aggression Types of Aggression Two Modes of Aggression The Two Modes Are Qualitatively Different The Two Modes Balance and Contain Each Other Modal Shift as an Aggression-Reducing Technique The Implications of the Model for Organizations A Quantum Hypothesis Displacement in Camouflaged Aggression Multi-Directional Aggression Resonance of Aggression Warehousing of Aggression 2 | The Paradox of Modern Society Bureaucracy Bureaupathology Modifications in Bureaucratic Structuring Organizational Development and Camouflaged Aggression Organizational Complexity Interdependence of High-Tech Systems Antisocial Aggression in Organizations The Strategy of Camouflage The Organizational Person as a Camouflaged Animal A Paradox of Modern Life Phylogenetic Regression Ethical Regression The Convergence on Injustice as a Form of Ethical Decline Incivility as Ethical Decline Machiavellian Management as Ethical Decline 3 | Patterns of Camouflaged Aggression Indecision Rigidity Time Manipulation Waiting as a Status Degradation Ceremony Information Manipulation Control by Overwork Withdrawal Inaccessibility Non-interference Entrapment Random Kindness Subordination via Sexualization Undermining the Sense of Security Ego Bashing The Bureaucratic Vendetta The Hydraulic Principle The Hydraulics of Human Aggression The Hydraulics of Camouflaged Aggression Regressive Aggression Self-Destructiveness in Organizations 4 | Camouflaged Aggression and Personality Camouflaged Aggression and Personality Disorders Personality Disorders Camouflaged Aggression in “Normal” Personality Profiles Personality Disorders and Voluntary Organizations Personality Disorders and Political Organizations Can Camouflaged Aggression Become Addictive? The Impact of Camouflaged Aggression on Health The Porcupine Entanglement Diagnosing Personality Disorders by Means of a Balance Sheet 5 | Sociocultural Factors in Camouflaged Aggression Alienation Anomie Learning and Cultural Transmission Narcissistic Values Cross-Cultural Values and Importation Anti-Confrontation Values 6 | Prevention and Control of Camouflaged Aggression Balancing the Two Modes Balancing the Two Modes at the Conceptual Level Confrontation IS the Ideal Strategy Balancing the Two Modes at the Practical Level Intervention Focusing on Abnormal Personality Functioning Other Intervention Strategies Combat Philosophy Epilogue Complexity, Camouflage, Entropy, and Explosive Violence Complex Systems Camouflaged Aggression as a Complex System Entropy Explosive Violence Glossary References Index

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Book SynopsisIn the UK, only one in three employees say they love their jobs and as many don’t give a damn. Sheila Parry, strategic communications consultant to some of the world's best-known brands, aims to change that. This book launches her PRIDE model, a methodology based around five key motivators: Purpose, Reputation, Integrity, Direction and Energy. Building pride at work delivers higher performance, improves brand reputation and strengthens customer loyalty. It also increases innovation, quality, productivity and profit. And those who are more fulfilled at work tend to achieve more and lead happier, healthier lives.Take Pride distills forty years of experience into a practical business philosophy: it is the perfect toolkit for leaders and influencers who have the imagination to think and desire to think differently about work.

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Book SynopsisMentors can have one of the most rewarding jobs. They help people achive their "Picture of Perfection". Containing real-life experiences, this book provides a resource of practical tools that mentors can use to help people tackle many different challenges. The book covers the following approaches: classic mentoring, career mentoring, creative teamwork mentoring, coaching and mentoring, confict resolution mentoring and class act mentoring.

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Book SynopsisTurn conflict into collaboration and differences into opportunities. Capture and harness the positive energy that different personalities and approaches bring to conquer the problems that can harm teamwork, productivity and engagement in your business. In this practical Authority Guide, mediation expert Jane Gunn will teach you all the essential skills you need to constructively manage change, challenges and crisis. Develop a deeper understanding of conflict and how to transform it, as you unlock the secret to true collaboration and promote a culture of respect, cooperation and success.

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Book SynopsisThis book demonstrates how hospitals can be transformed into dynamic, patient-centered, and cost-effective organizations. It describes systems for providing safe, high-quality medical services and outlines the importance of data for health outcomes. In this regard, the book underscores the importance of decision-making and delegation, as well as the effective use of administrative staff, new technologies, and evidence-based medicine to benefit patients and boost efficiency. At the same time, it emphasizes the importance of applying metrics to improve cost-effectiveness. Although primarily intended as a hands-on book for clinical leaders, it also considers hospitals from a broader societal perspective, making it of interest to leaders at all organizational levels in hospitals and to policymakers alike.Table of ContentsIntroductionChapter 1 - Safety first Chapter 2 - Prove quality Chapter 3 - Show empathy Chapter 4. Reduce the administrative burden Chapter 5 - Take control of hospital finances Chapter 6- How to make decisions Chapter 7 - See your employees and define your personal added value Chapter 8 – Useful Tips for becoming a better leader Chapter 9 - How to meet the press Chapter 10. How to get control over your own time? Key points Author Biography Index

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Book SynopsisMany argue that all organisations should strive to be agile.　Exploiting Agility for Advantage takes a radically different view. The author’s research shows that requisite agility is required, meaning ‘not too much, not too little, of the right type and delivering wanted agility deliverables’. This is a book for managers who want their enterprise to be intelligently agile but don’t know how to achieve this. Part One shows why agility is a strategic option for commercial and not-for-profit enterprises. Part Two describes, in detail, a seven-step agility-orientated development programme for work-groups or entire organisations. Part Three provides academic underpinning on organisational agility for researchers and students of management. "Agility isn’t easy and developing it is going to need much more than a simple slogan. This book offers very helpful insights into the detailed mechanisms that underpin this capability, and practical guidance around how to build and embed them." (Prof. John Bessant) Author videos: https://vimeo.com/449735611 https://vimeo.com/461491774

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Book SynopsisWhat are organizations? Where do they come from? How are they transformed and adapted to new situations? In the digital age and in the global network society, traditional theories of the organization can no longer answer these questions. Based on actor-network theory, this book explains organizations as flexible, open networks in which both human and non-human actors enter into socio-technical assemblies by constantly negotiating and re-negotiating programs of action. Organizations are not macro social structures or autonomous systems operating behind the backs of individuals. Instead, they are scalable actor-networks guided by network norms of connectivity, flow, communication, participation, authenticity, and flexibility.

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Book SynopsisHow is a new intranet involved in an ongoing merger integration process? Katja Schönian analyses internal communication and branding strategies in connection with the implementation of a new company intranet. Based on qualitative data, the study contrasts managerial expectations and everyday usage of the intranet in distinct work settings. Relying on social practice theories and research in Science & Technology Studies, Katja Schönian unpacks the different logics the intranet brings together and, furthermore, interrogates the characteristics that make an (un-)workable technology. The book sheds light on the informal practices and politics surrounding the technology implementation process. It provides readers with new insights into the dynamics of a merger integration process and the increasing digitalization of contemporary knowledge work.

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Book SynopsisOrganizations are the central entities of the business world, comprising multiple people pursuing a collective goal while being linked to an external environment. Both academics and practitioners have kept up a continuing interest in advancing their understanding of organizations. This is the first of two volumes dedicated to the state of the art of theories and practices of organizations. It is the outcome of contributions by alumni and alumnae of the ESB Business School at Reutlingen University. This first volume provides a discussion of contemporary organizational forms and properties, as well as on team aspects.

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Book SynopsisOrganisations are the central entities of the business world, comprising multiple people pursuing a collective goal while being linked to an external environment. Both academics and practitioners have kept up a continuing interest in advancing their understanding of organisations. This is the first of two volumes dedicated to the state of the art of theories and practices of organisations. It is the outcome of contributions by alumni and alumnae of the ESB Business School at Reutlingen University. This second volume provides an overview of key modern leadership and coaching themes, as well as on organisational interventions.

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Book SynopsisThis book explains how change encompasses many different phenomena, occurs in a variety of ways, and can have widely divergent causes and driving forces. It also helps to develop a constructive theory dealing with planned organizational change. The book is divided into two main sections. Part 1 discusses how organizations can tackle change actively in order to meet the new challenges they are facing. The author provides an analysis model based on four elements: driving forces, the content and scope of change, the process of change and the context of change.Part 2 addresses how an organization can implement a planned change. Emphasis is placed on how those who are responsible for implementing the change the change agents can apply various change strategies, and how planned change processes can be managed. The author shows how various change strategies and different ways of managing change can be equally effective, but in different situations.The book uses an interdisciplinary outlook, and it is based on research in the fields of psychology and sociology as well as political science and economics. The extensive references to source materials also mean that it is useful for anyone who would like to study organizational change in more depth.

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Book SynopsisThe high speed of technical and technological progress in combination with rapid social changes requires modern organizations to be able to react rapidly to changes in the environment. Naturally enough, organizations need to renew their products, technical equipment and technologies in order to not only survive, but also to advance in these conditions. But what is not less important, organizations need also deep changes in their philosophy, culture and strategy. But such changes do not happen per se, they have to be specially managed. In order to provide all mentioned changes the organization leadership needs in clear understanding the existing and desired states of organization as well as the methods of transition from existing to desired state. There are a tremendous number of books and articles representing various points of view on deep changes, but there is no one textbook which provides students and practical managers with an opportunity to learn about this issue from different points of view without spending a lot of time on searching and reading a great number of literary sources. The book is aimed to eliminate this shortcoming. Designed to be a hands-on resource it includes descriptions of the most popular approaches to planning and implementing deep changes. Meanwhile, the book is rather intended to make managers think, to assist them in their search for an individual way of changes than to provide them with a series of prescriptions on how to plan and to implement deep changes.

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Book SynopsisAn acclaimed business historian provides a fascinating glimpse into the minds, lives, and strategies of seven extraordinary CEOs, including George Eastman, Thomas Watson, Henry Ford, and Andrew Carnegie, who successfully mastered cutting-edge technology and created lasting corporate empires. ReprintTrade ReviewOne of the top ten business books of 2001 -- Business Week "From Richard Tedlow's insightful group portrait of seven American entrepreneurs...a rough formula for titanhood can be deduced." -- Atlantic Monthly

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Book SynopsisFinding ways to understand the nature of social change and social order-from political movements to market meltdowns-is one of the enduring problems of social science. A Theory of Fields draws together far-ranging insights from social movement theory, organizational theory, and economic and political sociology to construct a general theory of social organization and strategic action. In a work of remarkable synthesis, imagination, and analysis, Neil Fligstein and Doug McAdam propose that social change and social order can be understood through what they call strategic action fields. They posit that these fields are the general building blocks of political and economic life, civil society, and the state, and the fundamental form of order in our world today. Similar to Russian dolls, they are nested and connected in a broader environment of almost countless proximate and overlapping fields. Fields are mutually dependent; change in one often triggers change in another. At the core of the Trade ReviewIn this bold and sweeping new work, Fligstein and McAdam make the first global contribution to sociological field theory since Bourdieu's Distinction. Finding order and turbulence not only in the semi-autonomous fields that others have investigated, but also in the complex interplay of social movements and the state, Fligstein and McAdam produce a vision that is theoretically insightful, empirically generative and will re-energize the quest for a fundamental grasp of the dynamics of large-scale social interaction. * John Levi Martin, University of Chicago *In this much-anticipated book, Neil Fligstein and Doug McAdam bring their rich and influential strands of scholarly work together to develop a provocative account of how skilled individuals upset established routines and build new political and organizational fields. The core of their argument emphasizes on how people deploy resources, build connections, and forge new practices. In so doing, they place agency in a new and analytically tractable light. This signal accomplishment will be essential reading to all political and organizational scholars. * Walter W. Powell, Stanford University *In A Theory of Fields, Neil Fligstein and Doug McAdam provide a powerful synthetic approach to the analysis of interconnected "strategic action fields" that anchor interaction and meaningful membership. This conceptual language breaches distinctions among political, economic, and other sociologies to advance a compelling general approach to the most basic sociological questions of order and change. Fligstein and McAdam have accomplished the difficult task of grappling with fundamental issues of social theory while advancing a program of social research that should both engage advanced scholars and inspire those earlier in their careers. * Elisabeth S. Clemens, University of Chicago *A Theory of Fields is certainly an abundant repertoire of good reasons for using the concept of field as a versatile tool for social research. * Angelo Salento, Sociologica *Table of ContentsChapter 1: The Gist of It ; Introduction - The Central Elements of the Theory - ; Other Perspectives - Conclusion ; Chapter 2: Micro-Foundations ; Introduction - Meaning and Membership - The Collective as Existential Refuge - ; Social Skill - Social Skill in Action - The Scope of the Theory - ; Institutional Politics - Social movements - Markets and the Economy - ; The Nonprofit Sector - Conclusion ; Chapter 3: Macro Implications ; Introduction - The <"Embeddedness>" of Strategic Action Fields - ; An Excursus on Formal Organization and Bureaucracy - The State ; as a system of strategic action fields - The Impact of State Fields on ; Non-state strategic action fields - The Dependence of States and State ; Fields on Non-state strategic action fields - Internal Governance Units - ; Higher Education and the Professions - Conclusion ; Chapter 4: Change and Stability in Strategic Action Fields ; Introduction - Current Debates - The Emergence of Strategic Action Fields ; - Sustaining a Settlement - Settlements and Ruptures - Reestablishing - ; Field Stability - The Relationship between Social Skill and the State of ; the Strategic Action Field - Social Skill and the Emergence of Fields - Social ; Skill and the Reproduction of Fields - Social Skill and the Transformation of ; Fields - Conclusion ; Chapter 5: Illustrating the Perspective ; Introduction - The Civil Rights Struggle, 1932-1980 - Setting the Stage - ; The Field of Racial Politics - Destabilizing Changes - The Episode of Contention ; and the Rise of the Civil Rights Movement - A New Settlement - The Declining ; Salience of the Cold War Dynamic - The Revenge of the Dixiecrats and the End ; of the New Deal Electoral Regime - The Rise of Black Power and the Rupture in ; the Movement strategic action fields - The Institutionalization of the Civil Rights ; Movement and Its Impact on Other Strategic Action Fields - Summing up - The ; Transformation of the U.S. Mortgage Market, 1969-2010 - The Dominant Strategic ; Action Fields of the Mortgage Market, 1934-1987 - Changes that Destabilized the ; Mortgage Market, 1969-1987 - Settlement and the new Strategic Action Field - The ; Rise of the Industrial model of the MBS market, 1993-2007 - The Causes of the ; Crisis - The Impact of the Strategic Action Field based on the Industrial model on ; other strategic action fields - Conclusion ; Chapter 6 Methods ; Introduction ; The Roadmap ; How to Tell if a Strategic Action Field Exists ; Emergence, Stability, and Crisis, Part 1 ; The Problem of the State in Relation to Strategic Action Fields ; Emergence, Stability, and Crisis, Part 2 ; Social Skill, Strategic Action, and the Question of Entrepreneurship ; Considering Different Philosophies of Science and Methodological Strategies ; A Positivist Approach to Strategic Action Fields ; Realist Approaches to Strategic Action Fields ; The Problem of Empiricism ; Conclusion ; Chapter 7 A Theory of Strategic Action Fields ; So what is new here? ; The Problem of the Accumulation of Knowledge in the Social Sciences ; The Surprising Discovery of Fields ; Toward a Collaborative Program of Theory and Research on Fields ; Bibliography

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Book SynopsisThe authors of this book argue that firms succeed or fail in their industries according to the degree that they are able to change what they do to meet changing market decisions. The authors present a framework for managing the process of organizational transformation, and the tools that are necessary to manage that change.Trade Review"In our dynamic world, every organization has to face the reality that it is either going to change the game or be changed by the game. Eric Flamholtz and Yvonne Randle have helped PowerBar do the former and I'm excited to see their tools available to everyone through this book."--Brian Maxwell, CEO, PowerBar Inc. "A clear, crisp guide to achieving the level of transformation necessary to become or remain a market leader. Flamholtz combines the need for strategic focus, alignment, discipline and entrepreneurial energy at the enterprise level in a very special way. I believe that he is on to something very powerful. Dealing with change will be with us forever."--J.M. Nugent, Worldwide President and CEO, Neutrogena Corporation "Changing the Game is a clear, crisp guide to achieving the level of transformation necessary to become or remain a market leader. Flamholtz combines the need for strategic focus, alignment, discipline and entrepreneurial energy at the enterprise level in a very special way...he is on to something very powerful."--Jeffrey M. Nugent, CEO of Neutrogena Corporation "Timely and well executed change process is critical to sustaining long-term success in any venture. Many businesses fall prey to their own growth when they fail to transform themselves to accomadate their success. In today's dynamic business climate, managers should pay attention to Changing the Game"--Brian Maxwell, CEO, Powerbar Inc.

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Book SynopsisThe USA has a number of educated, experienced, professional women ready and willing to move into the boardrooms and executive suites of corporate America. The author of this text argues they are America's competitive secret - an untapped economic resource - and profiles their unique qualities.Trade Review"Straightforward and readable."--The Washington Post"Rosener has observed firsthand the emergence and importance of women in the U.S. economy."--Chicago Tribune"A thoughtful, well-reasoned analysis of gender disparity and discrimination in the workplace and of how corporations can be shown that change is in their economic self-interest."--Library Journal"Optimistic...about the possibility of corporations healing themselves....American women, [Rosener] argues, are an untapped, or at least an underutilized, competitive resource, held back by discrimination and other corporate practices that fail to value their contributions....Ms. Rosener, like most Americans, believes inequity can be remedied with information and common sense."--The New York Times"If you are a woman who is grappling with the frustration of getting ahead in a traditional company, you will find inspiration and encouragement from the stories of other women who have also faced these battles....By exposing the issues and possibilities of women-as-managers in the first book ever written on this specific subject, Rosener addresses the topic head-on and shows us all how to come out winners."--Atlanta Small Business Monthly"[Rosener] argues that women possess leadership abilities particularly suited to today's organizational structures and that no other country has as many educated and experienced professional women as the U.S.; however, women, men, and organizations must change to take full advantage of this competitive edge, and Rosener suggests ways to do so."--Booklist"Men who work with and for women, and women who work with and for men, should read Judy B. Rosener's book. Why? Because it is a straightforward and readable guide that will help each side understand the other's attitude about women in management."--The Washington Post"A consistently thought-provoking book that is filled with real-life examples and quotable comments from both men and women in today's competitive workplace. Some will find her approach disturbing, others liberating, but without a doubt she has raised the discussion about women and work to new heights."--Elynor A. Williams, Vice President, Public Responsibility, Sara Lee Corporation"Provides valuable insight into one of the most important management challenges of the '90s--effectively using women in management....Dr. Rosener's book helps chart the course to accomplish this business imperative."--J. Michael Cook, Chairman and Chief Executive Officer, Deloitte & Touche LLP"Dr. Rosener offers a very positive look at the role of women in leading companies. Her book will give welcome encouragement to women about the value of their contributions and helpful guidance to managers about establishing people-friendly workplaces that allow both men and women to be themselves."--Rosabeth Moss Kanter, author of When Giants Learn to Dance and Men and Women of the Corporation"Rosener has it right--professional women are corporate America's secret weapon!"--Muriel Siebert, Chairman and President, Muriel Siebert & Co., Inc., and first woman member of The New York Stock Exchange"Can corporate America afford to underutilize women in its executive and professional ranks? Professor Rosener shifts the debate from sentiment and fairness to economics. In clearly written, declarative language, America's Competitive Secret changes the debate in the boardroom from 'what is the right thing to do' to 'what is the necessary thing to do' to upgrade the use of all human resources in business. Professor Rosener slams the sledgehammer of economics against the glass ceiling."--Abraham Zaleznik, Konosuke Matsushita Professor of Leadership Emeritus, Harvard Business School"All businesses are finally for and with people. People as customers, as coworkers, as suppliers, or as other partners. Motivation and inspiration of people requires trust, caring, purpose, and dignity. Only that can make people grow to their full potential. These are qualities that Judy Rosener defines as typical for women as leaders--comfortable sharing power and empowering other. Let us hope that this book can help encourage more women and men to come forward representing and believing in these values."--Goran Carstedt, Chief Executive Officer, IKEA North America

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Book SynopsisThis text introduces research methods that are specifically designed to support the development and evaluation of organizational process theories. The authors are a group of experts in the field who have been doing collaborative research on change and development for many years.Trade ReviewA unique contribution to research into organizational change and innovation processes ... I can recommend reading this book to every researcher in this field of interest. * Jan Faber, Utrecht University, Organization Studies *Table of ContentsPart I: Theory 1: Perspectives on Change and Development in Organizations 2: Process Theories and Narrative Explanation 3: A Typology of Process Theories Part II: Methods 4: Overview: Methods for Process Research Appendix: Definitions and Coding Rules for CIP Events 5: Issues in the Design of Process Research David N. Grazman and Andrew H. Van de Ven: Appendix: Building an Event Sequence File 6: Stochastic Modeling 7: Phasic Analysis 8: Event Time Series Regression Analysis 9: Event Time Series Nonlinear Dynamical Analysis 10: Conclusion Appendix: Computer Programs to Support Process Research References Acknowledgments Index

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Book SynopsisFirst published in 1961, The Management of Innovation is one of the most influential books of organization theory and industrial sociology ever written. The central theme of the book is the relationship between an organization and its environment - particularly technological and market innovations.Based on first-class scholarship and engagingly written, the book presents the authors'' now famous and ubiquitous classicifications of mechanistic and organic systems. For this it has become justly famous, but the book is also a penetrating study of social systems within organizations and organizational dynamics.Trade Review`Tom Burns' book was a minor classic when it was first published; one of the most sensible and profound critiques of bureaucracy in print. It was way ahead of its time, perhaps "prematurely right". I congratulate Oxford University Press for this re-issue, the third edition, with a new and extraordinary Preface to a book that is now a major classic.' Warren Bennis, University of Southern California, Author of An Invented Life: Reflections on Leadership and Change, Addison Wesley, `93`one of the most influential books of organisation theory and industrial sociology ever written' ESRC News`A fine classic.' Richard C. Warren, Manchester Metropolitan University`Excellent for higher undergraduate and postgraduate courses in Business and Management.' David Nicoll, University of Central Lancashire`a `classic'' Professor A.W.M. Teulings, The Netherlands`Written in refreshingly plain English, it is a riveting read and brims with insight after insight.' Financial TimesThis new edition of a celebrated work first published in 1961 is very welcome ... Grab the chance to replace tattered library copies of this classic. If you have never read it, read it now - preferably, in its entirety, but at least chapters one, four, five and six together with the new Preface. * Work, Employment & Society Vol 9, No 2 *A new edition of Burns and Stalker's scholarly text on organisation theory and industrial sociology is indeed welcome and should provide stimulating reflection for those who work in dynamic industries and professions ... For over thirty years, this book has taken a leading role in encouraging creative behaviour in industry and commerce; its message remains relevant in today's harsh economic environment ... Those who offer professional services - including market and social research - will find that this pioneering text inspires them to reflect imaginatively on their present activities as practitioners and managers. * Journa of the Market Research Society *Table of ContentsPREFACE TO THE THIRD EDITION 1. INTRODUCTION; PART ONE: THE EXTERNAL CIRCUMSTANCES; 2. THE ORGANIZATION OF INNOVATION; 3. THE DEVELOPMENT OF THE ELECTRONICS INDUSTRY, AND THE SCOTTISH COUNCIL'S SCHEME; 4. THE MARKET CONTEXT; PART TWO: ORGANIZATION AND CHANGE 5. MANAGEMENT STRUCTURES AND SYSTEMS; 6. MECHANISITIC AND ORGANIC SYSTEMS OF MANAGEMENT; 7. WORKING ORGANIZATION, POLITICAL SYSTEM, AND AND STATUS STRUCTURE WITHIN THE CONCERN; 8. THE LABORATORY AND THE WORKSHOP; 9. INDUSTRIAL SCIENTISTS AND MANAGERS: PROBLEMS OF POWER AND STATUS PART THREE: DIRECTION AND THE SHAPING OF MANAGEMENT CONDUCT: 10. THE MEN AT THE TOP; 11. THE SHAPING OF WORK RELATIONSHIPS; 12. THE CODES OF PRACTICE IN MANAGEMENT CONDUCT; REFERENCES; INDEX

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Book SynopsisProcess approaches to organization studies focus on flow, activities, and evolution, understanding organizations and organizing as processes in the making. They stand in contrast to positivist approaches that see organizations and phenomena as fixed, static, and measurable. Process approaches draw on a range of ideas and philosophies. The Handbook examines 34 philosophers and social theorists, both those commonly linked to process thinking, such as Whitehead, Bergson and James, and those that are not as often addressed from a process perspective such as Dilthey and Tarde. Each chapter addresses the background and context of this thinker, their work (with a focus on the processual elements), and the potential contribution to organization and management research. For students and scholars in the field of Organization Studies this book is an entry point into the work of philosophical thinkers and social theorists for whom the world is far from being a solid place.Table of Contents1. Process is how process does ; 2. Laozi's Daodejing (6th century BC) ; 3. Heraclitus (540-480 BC) ; 4. Confucius (551-479 BC) ; 5. Zhuang Zi ; 6. Baruch Spinoza (1632-1677) ; 7. Gottfried Leibniz (1646-1716) ; 8. Soren Kierkegaard (1813-1855) ; 9. Wilhelm Dilthey (1833-1911) ; 10. Charles Sanders Peirce (1839-1914) ; 11. William James (1842- 1910) ; 12. Gabriel Tarde (1843-1904) ; 13. Friedrich Nietzsche (1844-1900) ; 14. Henri Bergson (1859-1941) ; 15. John Dewey (1859-1952) ; 16. Alfred North Whitehead (1861-1947) ; 17. George Herbert Mead (1863-1931) ; 18. Nishida Kitaro (1870-1945) ; 19. Ludwig Wittgenstein (1889-1952) ; 20. Martin Heidegger (1889 - 1976) ; 21. Mikhail Bakhtin (1895-1975) ; 22. Jacques-Marie-Emile Lacan (1901-1981) ; 23. Gregory Bateson (1904-1980) ; 24. Hannah Arendt (1906-1975) ; 25. Simone de Beauvoir (1908-1986) ; 26. Maurice Merleau-Ponty (1908 - 1961) ; 27. Arne Naess (1912 2009) ; 28. Paul Ricoeur (1913-2005) ; 29. Harold Garfinkel (1917-2011) ; 30. George Spencer Brown (1923b) ; 31. Gilles Deleuze (1925-1995) ; 32. Michel Foucault (1926-1984) ; 33. Luce Irigaray (1930b) ; 34. Michel Serres (1930b) ; 35. Peter Sloterdijk (1947b) ; 36. Process and Reality

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Book SynopsisThe Oxford Handbook of Gender in Organizations is a comprehensive analysis of thinking and research on gender in organizations with original contributions from key international scholars in the field.Trade ReviewWhat this Handbook offers is a broad range of theoretical approaches and future directions for the study of gender and organizations, drawn from different disciplines. * Tessa Wright, Work, Employment and Society *Table of ContentsPART I. THEORIZING GENDER AND ORGANIZATIONS ; PART II. GENDER IN LEADERSHIP AND MANAGEMENT ; PART III. GENDER AND CAREERS ; PART IV. MASCULINITIES IN ORGANIZATIONS

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Book SynopsisKnowledge integration - the purposeful combination of specialized and complementary knowledge to achieve specific tasks - is becoming increasingly important for organizations facing rapidly changing institutional environments, globalized markets, and fast-paced technological developments. The need for knowledge integration is driven by knowledge specialization and its geographic and organizational distribution in the global economy. The increasing complexity and relevance of the knowledge integration problem is apparent in emerging new fields of research, such as open innovation, or the merging of existing ones, e.g. organizational learning and strategy. In global competition, the successful management of knowledge integration underpins firms'' ability to innovate, generate profit, grow and, ultimately, survive. This book provides conceptual contributions as well as empirical studies that examine knowledge integration essentially as a ''boundary'' problem. Knowledge integration becomes a problem when boundaries between knowledge fields, and the institutions that preside over those fields, are not clear, or become fluid and contestable. This fluidity, and the competitive pressures this fluidity generates, are persistent and permanent features of the world we live in. This book puts forward a consistent set of ideas, methods and tools useful to interpret, analyze and act upon the processes of knowledge integration across boundaries.Trade ReviewWhile it is popular to say that we live in an increasingly 'boundary-less' world, in reality, people in organizations face numerous boundaries in their everyday workgeographic, functional, divisional, cultural, intellectual, etc. This book offers both theoretical and practical insights into how people can manage across or through these boundaries in order to integrate knowledge. * Sarah Kaplan, Professor of Strategic Management Rotman School, University of Toronto *In the age of open innovation, it is clearer than ever that no firm is an 'island'. However, that important truth does not negate another fundamental property that boundarieswhether between firms, work groups, or national bordershave consequences for the flow of knowledge. This volume by Tell, Berggren, Brusoni, and Van de Ven provide a conceptually sophisticated and empirically rich account of these tensions and challenges. * Daniel Levinthal, Reginald H. Jones Professor of Corporate Strategy, Wharton School, University of Pennsylvania *Knowledge may be power, but fragmented knowledge can be disempowering. Finding ways to integrate increasingly specialized, distributed and incomplete knowledge across boundaries is one of the most pressing issues in late modern societieshardly any social or economic problem is effectively addressed unless diverse streams of knowledge are systematically shared and integrated. This is the best book I have seen on this important topic. There is much to admire in it: the diversity of perspectives, the empirical richness, and the theoretical robustness are all evident. It breaks new ground in how we understand knowledge integration. * Haridimos Tsoukas, The Columbia Ship Management Professor of Strategic Management, University of Cyprus and Distinguished Research Environment Professor of Organization Studies, University of Warwick *Table of ContentsPART I: CONCEPTUAL UNDERPINNINGS; PART II: BOUNDARY CROSSING KNOWLEDGE INTEGRATION IN CONTEXT

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Book SynopsisThe topic of organizational identity has been fast growing in management and organization studies in the last 20 years. Identity studies focus on how organizations define themselves and what they stand for in relation to both internal and external stakeholders. Organizational identity (OI) scholars study both how such self-definitions emerge and develop, as well as their implications for OI, leadership and change, among others.We believe there are at least four inter-related reasons for the growing importance of OI. OI addresses essential questions of social existence by asking: Who are we and who are we becoming as a collective? It is a relational construct connecting concepts and ideas that are often viewed as oppositional, such as us and them or similar and differen. OI is also nexus concept serving to gather multiple central constructs, also represented in this Handbook. Finally, OI is inherently useful, as knowing who you are is the foundation for being able to state what you stanTable of ContentsMichael G.Pratt, Majken Schultz, Blake Ashforth, and Davide Ravasi: Organizational Identity: Mapping Where We Have Been, Where We Are, and Where We Might Go Section 1: Mapping the organizational identity (OI) field 1: Peter Foreman and David Whetten: Great debates in organizational identity study 2: Dennis A. Gioia and Aimee L. Hamilton: Measuring organizational identity: Taking Stock and Looking Forward 3: Davide Ravasi: Organizational Identity, Culture and Image 4: Blake Ashforth: Cross-Level OI 5: Majken Schultz: Identity Change & Temporality 6: Michael G. Pratt: Multiple OI & Hybrids Section 2: Critical Perspectives on OI 7: Tony J Watson: Organizational Identity and Organizational Identity Work as Valuable Analytical Resources 8: Kate Kenney, Andrea Whittle, and Hugh Willmott: Organizational Identity: The Significance of Power and Politics 9: Mats Alvesson and Maxine Robertson: Organizational Identity: A Critique Section 3: Integrative Models of OI 10: Ezra Zuckerman: Optimal Distinctiveness Revisited: An Integrative Framework for Understanding the Balance between Differentiation and Conformity in Individual and Organizational Identities 11: Joep Cornelissen, Mirjam Werner, and Alex Haslam,: Bridging & Integrating Theories on Organizational Identity: A Social Interactionist Model of Organizational Identity Formation and Change Section 4: How Individuals Relate to OI 12: Beth Schinoff, Kristie Rogers, and Kevin G. Corley: How Do We Communicate Who We Are? Examining How Organizational Identity Is Conveyed to Members 13: Jennifer Petriglieri and Devine: Mobilizing Organizational Action Against Identity Threats: The Role of Organizational Members' Perceptions and Responses 14: Kimberly Elsbach and Janet Dukerich: Organizational Identity and the Undesired Self Section 5: Sources and processes of OI 15: Glen E. Kreiner and Chad Murphy: Organizational Identity Work 16: Roy Suddaby, William Foster, and Quinn Trank: ReMembering: Rhetorical History as Identity-Work 17: Lee Watkiss and Mary Ann Glynn: Materiality and Identity: How Organizational Products, Artifacts, and Practices Instantiate Organizational Identity 18: Daan Van Knippenberg: Making Sense of Who We Are: Leadership and Organizational Identity Section 6: OI and the Environment 19: Nelson Philips, Mattew Kraatz, Paul Tracey: Organizational Identity and Institutions 20: Rich Dejordy and W. E. Douglas Creed: Institutional Pluralism, Inhabitants, and the Construction of Organizational and Personal Identities 21: Marya L. Besharov and Shelley L. Brickson: Organizational Identity and Institutional Forces: Toward an Integrative Framework Section 7: Implications of OI 22: Callen Anthony and Mary Tripsas: Organizational Identity and Innovation 23: Mamta Bhatt, Cees B. M. van Riel, and Marijke Baumann: Planned Organizational Identity Change: Insights from Practice 24: Janne Tienari and Eero Vaara: Identity Construction in Mergers and Acquisitions: A Discursive Sensemaking Perspective 25: Caroline Bartel, Cindi Baldi, and Janet Dukerich: Fostering Stakeholder Identification Through Expressed Organizational Identities 26: Michael G. Pratt, Majken Schultz, Blake Ashforth, and Davide Ravasi: On the Identity of Organizational Identity: Looking Backwards Towards the Future

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisHow do institutions influence and shape cognition and action in individuals and organizations, and how are they in turn shaped by them? Various social science disciplines have offered a range of theories and perspectives to provide answers to this question. Within organization studies in recent years, several scholars have developed the institutional logics perspective. An institutional logic is the set of material practices and symbolic systems including assumptions, values, and beliefs by which individuals and organizations provide meaning to their daily activity, organize time and space, and reproduce their lives and experiences. This approach affords significant insights, methodologies, and research tools, to analyze the multiple combinations of factors that may determine cognition, behaviour, and rationalities.In tracing the development of the institutional logics perspective from earlier institutional theory, the book analyzes seminal research, illustrating how and why influentiaTrade ReviewIn The Institutional Logics Perspective, Thornton, Ocasio, and Lounsbury have crafted a foundational treatise that will be a touchstone for future inquiry on logics. As an explanation for how actors, actions, and context come together in organizational and institutional settings, the institutional logics perspective has found a broad and diverse audience; this book will only widen its appeal. The authors break fresh theoretical ground and offer a solid conceptual footing for the study of logics; as such, the book has much to recommend it. * Mary Ann Glynn, Administrative Sciences Quarterly (forthcoming 2013) *This book is a must-read. Thornton, Ocasio and Lounsbury take stock, in a poised and systematic manner, of what has been achieved so far by the Institutional Logics perspective. They also point to what remains to be done. Building on a rich heritage, the Institutional Logics perspective threads the path to new and exciting frontiers a multi-levels theory of institutions, the stabilization of solid micro-foundations, a refreshing return to history and the exploration of the dynamics of identities. The agenda is attractive and this book develops a highly useful road map. * Marie-Laure Djelic, ESSEC Business School *Over the past generation, neoinstitutional theory has become perhaps the dominant perspective in the sociology of organizations. The institutional logics perspective has became an intriguing alternative that seeks to encompass and extend the insights of neoinstitutionalism to both lower and higher units of analysis. This book goes farther than any prior work in advancing the institutional logics perspective. * Gerald F. Davis, University of Michigan *The Institutional Logics Perspective is an essential road map to and program for the future development of theories of institutional logic. Thornton, Ocasio, and Lounsbury offer a host of uncharted, under-theorized, unthought, and unexplored causal mechanisms linking the macro and the micro, practice and interaction, value and identity. The authors lay out the inter-institutional system, the doubleness of rationality, the cultural contingency of interest, the ideality of material practice, and the ways in which we have mistakenly assumed that institution effaces agency and hence politics. We are going to have to think and work this text for a while. * Roger O. Friedland, University College Santa Barbara *No concept in the field of organization studies has been more promising than that of institutional logics and no concept has been more elusive, at times to the point of evanescence. The authors bring institutional logics down to earth, unpacking the concept, tracing its history and exploring its ambiguities, identifying its component parts, and giving each the close attention it deserves. This much-needed and well-conceived volume provides an invaluable service to students of institutions and organizational fields. * Paul DiMaggio, Princeton University *Table of Contents1. Introduction to the Institutional Logics Perspective ; 2. Precursors to the Institutional Logics Perspective ; 3. Defining the Inter-institutional System ; 4. The Emergence, Stability and Change of the Inter-institutional System ; 5. Micro-Foundations of Institutional Logics ; 6. The Dynamics of Organizational Practices and Identities ; 7. The Emergence and Evolution of Field-Level Logics ; 8. Implications for Future Research

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Book SynopsisManagers are significant actors in contemporary organizations and yet there is very little deep-level analysis of what managers do, and how they understand their managerial selves and social situations. Instead of evaluating management techniques according to their internal logic and systematic qualities, this book advances the ''practice perspective'', using behaviour and activities of successful, experienced, and skilled managers as the primary data for theorizing good management.In this book, academics review classic literature on managerial work, discuss methodological and theoretical approaches, and present empirical studies on various kinds of managers at different levels of organizations, in different roles, and different sectors, from construction site managers and CEOs of large companies to university vice chancellors and front-line health care managers. It makes the case for studies of managerial work that look beyond the rational and ordered world to the challenges presentedTable of ContentsPART ONE: FRAMEWORK; PART TWO: A PRACTICE PERSPECTIVE ON LEADERSHIP AND MANAGERIAL WORK; PART THREE: OPERATIONAL MANAGERIAL WORK; PART FOUR: ADMINISTRATIVE MANAGERIAL WORK; PART FIVE: MANAGERIAL WORK IN SMALL BUSINESSES; PART SIX: THE WAY FORWARD

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