An Integral Model of Collective Action in Organizations and Beyond

Tang, Lu

doi:10.1007/s10551-007-9416-2

Cited by 7 publications

(27 citation statements)

References 29 publications

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“…Third, some models of collective action theory include explicit factors concerning individual, organizational and cultural characteristics (e.g. Gibson and Earley, 2007;Tang 2008). We consider these factors important also when companies are changing their PMS.…”

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

“…Gibson and Earley, 2005;Hargrave and Van De Ven, 2006;Tang, 2008). Collective action theory emphasizes the focus on the role of a group in a change process.…”

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

“…Gibson and Earley, 2007;Lovaglia et al, 2003;Tang, 2008). One conceptual collective action model is created by Gibson and Earley (2007).…”

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

“…Therefore, we considered that these two propositions fit our purposes at the best. Tang (2008) has developed another conceptual collective action theory model. Tang (2008) model has five sets of variables which affect people's contribution to public good.…”

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

“…Tang's (2008) variables are individual characteristics, organization characteristic, cultural characteristics, leadership, features of public good as well as the interaction among them. Tang (2008) defines three dimensions for public good which are relating to individual, organizational and societal dimensions. The public good may relate for instance to the implementation of an information system if this information will improve decision making as well the satisfaction of the IS users in an organization.…”

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

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Collective action in the implementation of a “greener” performance measurement system

Länsiluoto

Järvenpää

2010

Journal of Accounting &Amp; Organizational Change

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Purpose; This study investigates how different actors affected the implementation of environmental management system (EMS) and performance management system (PMS) in a case company when EMS and PMS were finally integrated. Another purpose is to illustrate how the frameworks of Gibson and Earley (2007) and Lovaglia et al. (2003) can be utilized for investigating the implementation of different management systems in practice.Methodology; This study is an interpretative case study, which utilizes qualitative methods such as semi-structured interviews and internal documents. Findings;The results indicate the importance of separation between the power and status of an actor in EMS and PMS implementation processes. The power and status of actors in EMS and PMS implementation differed. The status and role of actor can change although the power can be static during the implementation of different management systems. Therefore, study confirms the classification of Lovaglia et al. (2003) and proposes that their classification should be added in the framework of Gibson and Earley (2007). Practical implications;It is important to select the key actors and evaluate their power and status in the implementation of management systems deliberately. The implementation of management systems may be affected by both internal and external actors of organization.Originality; Earlier accounting studies with institutional theory framework of Burns and Scapens (2000) have not specifically investigated the role of actors, their power and status in implementing 2 two different management systems. Collective action frameworks of Gibson and Earley (2007) and Lovaglia et al. (2003) has not practically utilized before in EMS and PMS studies. Furthermore, the EMS and PMS integration studies have usually been normative without empirical case data.

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Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

“…Gibson and Earley, 2005;Hargrave and Van De Ven, 2006;Tang, 2008). Collective action theory emphasizes the focus on the role of a group in a change process.…”

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

“…Gibson and Earley, 2007;Lovaglia et al, 2003;Tang, 2008). One conceptual collective action model is created by Gibson and Earley (2007).…”

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

Section: Earlier Collective Action Theory Studiesmentioning

confidence: 99%

See 3 more Smart Citations