Description
Book SynopsisThis study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning.
Trade Review"In developing an elegant and sophisticated theory of how and why organizational rules change, the authors have created an entirely new field of organizational research. I know of no other general theory on the rise, evolution, and demise of rules, and I have never seen such a rich longitudinal dataset on rules." —Frank Dobbin, Princeton University
"This is an important book. . . . It outlines an emerging theory of the dynamics of organizational rules that enriches many other perspectives on the functioning of organizations. . . . Future discussions of institutionalization, organization-environment adaptation, organizational learning, organizational change, and the effect of contextual influences on individual behavior will benefit from consideraiton and inclusion of the themes presented here."—
Personnel Psychology"James March, Martin Schulz, and Xueguang Zhou address the fascinating question of how rules evolve in a complex organization with a unique data set. . . . No other book equals this one in regard to the breadth of the questions asked and the mode of analysis. . . . Scholars interested in the study of institutional arrangements will find this a valuable part of their library."—
American Political Science ReviewTable of ContentsContents 1. 2. 3. 4. 5. 6. 7. 8.
