Organizations and their effectiveness-2016/Mechanisms: Difference between revisions
From CommunityData
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**Dara Cohen, Jeffrey Checkel — socialization | **Dara Cohen, Jeffrey Checkel — socialization | ||
**Tilly — state formation | **Tilly — state formation | ||
**Brian Arthur—evolving technologies | **Brian Arthur—evolving technologies | ||
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==== | ==== Other Determinants of Formal Architecture ==== | ||
*Meyer | *Stinchcombe — imprinting | ||
*DiMaggio | *Freeman & Hannan — inertia | ||
*Tolbert and | *Meyer & Rowan — symbolic adoption | ||
*DiMaggio & Powell — normative influence (e.g., from professions) | |||
*Tolbert & Zucker — mimetic diffusion | |||
*Padgett and Powell — emerging & evolving (novelty, innovate/invent) | |||
==== Managing Informal Architecture ==== | ==== Managing Informal Architecture ==== | ||
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*Blau, Emerson, Cook — exchange, dependence | *Blau, Emerson, Cook — exchange, dependence | ||
*Schelling — strategy of conflict | *Schelling — strategy of conflict | ||
*Merton — accumulative advantage | |||
**Podolny — status dynamics | |||
*Hirschman — exit, voice, loyalty | *Hirschman — exit, voice, loyalty | ||
*Mashaw — delegation | *Mashaw — delegation |
Revision as of 18:56, 8 July 2016
Periodic table of processes within organized activities
- Simon — satisficing (by individuals?)
- Dara Cohen, Jeffrey Checkel — socialization
- Tilly — state formation
- Brian Arthur—evolving technologies
Choosing Formal Architecture
- Weber — formalization
- Michels —fluid democratic process become formal oligarchy?
- Simon — decomposing problem
- Coase — choosing market vs firm
- Williamson — choosing regulation vs auction, choosing U-form vs M-form, ...
- Hart — allocating control
- McNollgast — designing contestation procedures
Other Determinants of Formal Architecture
- Stinchcombe — imprinting
- Freeman & Hannan — inertia
- Meyer & Rowan — symbolic adoption
- DiMaggio & Powell — normative influence (e.g., from professions)
- Tolbert & Zucker — mimetic diffusion
- Padgett and Powell — emerging & evolving (novelty, innovate/invent)
Managing Informal Architecture
- March - coalition building
- Ostrom — building collaboration
- Granovetter — reciprocation + trust
- Schein — leading culture and narrative
- Gibbons and Henderson — managing relational contracting
- Kellogg — negotiating institutional change
Power and Politics
- March, Cyert & March
- Pfeffer & Salancik
- Blau, Emerson, Cook — exchange, dependence
- Schelling — strategy of conflict
- Merton — accumulative advantage
- Podolny — status dynamics
- Hirschman — exit, voice, loyalty
- Mashaw — delegation
- Carpenter — capture
Knowledge and Learning
- Simon, March & Simon
- Cohen & Levinthal — absorptive capacity
- Orlikowski — knowing in practice
- David — path dependence
- James Mahoney — colonial legacies and development
- Orlikowski — knowing in practice
- Soule — diffusion through social movements
- Edelman — symbolically structure / comply
- Goffman — managing impressions
- Zuckerman — categorize
- Dobbin — inventing equal opportunity
More verbs
- Differentiate
- Incentivize
- Burawoy — game
- March, Cohen, Levinthal — search
- Work (or provide effort)
- Vote
- Hirschman — voice
- Mashaw — delegate
- Kaufman — select individuals
- Carpenter — capture
Periodic table of elements
(Generic dimensions/elements of organizations that we might also find a way to include:)
- Boundaries
- Participation/joining costs/benefits
- Networks
- Incentives
- Relational contracts
- Turnover
- Hierarchy
- resources
- reputation
- constituencies/audiences
- credibility
- goldbricking / shirking
- Coalitions
- Elections
- Identity
- Ideology
- culture