Harold Macmillan and the Deadline Crisis Over Berlin 1958-9

Mauer, Victor

doi:10.1093/tcbh/9.1.54

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“…However, Washington's decisions over Suez had reinforced Britain's subaltern position in a western alliance which all Conservatives could now appreciate was hierarchically ordered. That experience, with the US disapproval of his 1959 Moscow trip (Mauer, 1998) curbed Macmillan's efforts to contravene directly expressed presidential views. Enclaving was confined to a marginalised imperialist clique on the backbenches around Salisbury; when Powell and Thorneycroft returned to government, even the possibility of a proto-monetarist enclave was extinguished.…”

Section: Quiet Unintended Transitions?mentioning

confidence: 99%

Quiet unintended transitions? Neo-Durkheimian explanation of institutional change

Perri

2015

Journal of Organizational Change Management

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Purpose – The purpose of this paper is to resolve a puzzle in the explanation of organisational change, where change appears to be within-form but results unintendedly in a transition between forms, yet first appearances suggest the absence of “noise” of the kind expected during shifts between forms. Design/methodology/approach – The paper uses qualitative analysis of primary archival and secondary sources on an historical case, analysing the data by coding using categories derived from neo-Durkheimian institutional theory. It examines the case of the cabinet, treated as an organisation, in the British government led by premier Harold Macmillan between 1959 and 1963, when a strategy for increasing hierarchy resulted unintendedly in an isolation dynamic. Findings – It demonstrates that the neo-Durkheimian institutional approach can explain such puzzling cases. Appropriately for a special issue in honour of Mars’ work, it shows that his method of following rule violation and an adapted version of his concept of capture can provide a method of causal process tracing and a causal mechanism for resolving the puzzle. Research limitations/implications – The argument is presented for purposes of theory development, not testing. It examines a single case study in depth. Social implications – The findings demonstrate some of the risks which arise in changing informal institutional ordering, especially within decision-making executives, from the process by which informal institutions shape styles of judgement and decisions driven by those styles then feed back upon those executive bodies. Originality/value – This is the first examination of puzzling unintended between-form transitions, the first to propose an adaptation of Mars’ concept of capture to resolve such puzzles and the first detailed causal process tracing analysis of such a case using neo-Durkheimian institutional theoretic tools. It therefore offers a significant advance in institutional explanation of organisational change.

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Section: Quiet Unintended Transitions?mentioning

confidence: 99%

Quiet unintended transitions? Neo-Durkheimian explanation of institutional change

Perri

2015

Journal of Organizational Change Management

View full text Add to dashboard Cite

show abstract

Harold Macmillan and the Deadline Crisis Over Berlin 1958-9

Cited by 1 publication

References 0 publications

Quiet unintended transitions? Neo-Durkheimian explanation of institutional change

Quiet unintended transitions? Neo-Durkheimian explanation of institutional change

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