Organisation als reflexive Strukturation

Ortmann, Günther; Sydow, Jörg; Windeler, Arnold

doi:10.1007/978-3-322-95661-3_14

Cited by 106 publications

(23 citation statements)

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“…In general, the introduction of organic products triggers a 'micropolitical' process in which the dominant constellations of an organization's structural modalities are exposed to implicit or explicit (re)negotiations about sense making and legitimization, in the case of the rules, and (re)distribution processes in the case of the resources (Ortmann et al, 1997). Several interacting factors influence whether changes take place or whether old structures persist.…”

Section: Structural Constraints Against Individual Learning and Organmentioning

confidence: 99%

Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry

Maier

Finger

2001

Bus Strat Env

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The combination of the power dimension with the cognitive dimension on the basis of Giddens' theory of structuration provides a powerful concept for analysing constraints to organizational change. In the case of the introduction of organic products to Swiss food processing companies, four interacting and mutually re‐enforcing factors could be identified to constrain organizational change for a successful introduction of organic products: the organic products' low share of overall turnover (resources), missing top management support (power), missing adjustment of the collaborators' performance assessment criteria (norms) and missing collaborators' acceptance for the organic ideology (interpretative schemes). The strategies to overcome these constraints must be designed carefully according to the specific situation of the organization. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment

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Section: Structural Constraints Against Individual Learning and Organmentioning

confidence: 99%

Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry

Maier

Finger

2001

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“…The key concepts of practice theory -the materiality of practices as dependent on bodies and artifacts; the "informal," tacit logic of practices and the location of the social in practical understanding and know-how techniques; and the tension between routinization and the incalculability of social practices (Reckwitz 2003) -guided the analysis of officials' practices. In addition, the structurational approach (Ortmann et al 2000;Giddens 2011) provided an exploration of the recursive relationship of agency and structure in organizational everyday work.…”

Section: From the Perspective Of Structuration Practice And Social Cmentioning

confidence: 99%

Practices in Focus: The Dilemmas That Evoke them and the Effects They Have

Dahlvik

2018

IMISCOE Research Series

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This study investigated a problem that can be expressed in two broad questions. Under what circumstances do decision makers work, and how can those circumstances be explained? How do officials deal with these circumstances, that is, the structural tensions, and how can their practices be explained? My approach to exploring these questions was a case study that was inspired by institutional ethnography and adopted the combined analytical lens of social practice, structuration and (post-)constructivist theories. Throughout the book, I aimed to show how these theoretical perspectives complement each other on the basis of empirical findings. In closing, this chapter focuses on officials' practices and offers concluding theoretical remarks in this regard.To understand the contextual factors of the case study, it was important to consider the external and internal circumstances of refugee status determination and how these circumstances interact. The international, supranational and national legal framework, asylum policies and jurisdiction of higher courts can be understood as an external environment that is, at least partly, already contradictory. Different orientations, such as human rights and restrictive policies, create conflicting logics in the field of asylum. However, the dilemmas are reinforced when we consider the internal circumstances of the FAO. The administration has its own organizational aims and is largely oriented toward the values of New Public Management -which was increasingly introduced in the Austrian context around the turn of the century -such as efficiency and outcome orientation. The mass processing of applications under limited resources creates the typical dilemmas of street-level bureaucracies. The findings illustrate that these circumstances produce the dilemmatic situation in which caseworkers find themselves when deciding asylum claims.The original version of this chapter was revised. An erratum to this chapter can be found at https://doi

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“…Mit der Strukturationstheorie von Giddens (1984Giddens ( , 1995 liegt ein Theorieentwurf vor, der in den letzten Jahren maßgeblich den organisationstheoretischen Diskurs beeinflusst hat (Willmott, 1981;Reed, 1984;Whittington, 1992;Walgenbach, 1994;Neuberger, 1995;Ortmann, 1995;Bouchikhi, Kilduff & Whittington, 1995;Bryant & Jary, 1996, Ortmann, Sydow & Windeler, 1997Hahne, 1998;Meyer & Heimerl-Wagner, 2000;Rüegg-Stürm, 2001). Giddens strebt eine integral dialektische Vermittlung der antagonistischen sozialtheoretischen Begriffe Handlung und Struktur bzw.…”

Section: Strukturationstheorieunclassified

Ärger in Organisationen — eine strukturationstheoretische Perspektive

Bergknapp

2003

Gruppendynamik

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Ärger in Organisationen -eine strukturationstheoretische PerspektiveÄrger über Kollegen oder den Chef gehört zum organisationalen Alltag. Dabei wird Ärger nicht nur häufig als eine sehr intensive Emotion erlebt, sondern Ärger zeichnet sich auch durch einen hohen Grad an Personalisierung aus: Schuld ist immer der andere. Die Folgen dieser Wahrnehmungsverzerrung und des daraus entstehenden Ärgers sind: andauernde Konflikte, gesundheitliche Beeinträchtigungen und geringere Effizienz der Arbeitsprozesse. In diesem Aufsatz wird für eine stärkere Berücksichtung der organisationalen Struktur plädiert. Eine ganzheitlichere Perspektive auf Ärgerepisoden kann vor dem Hintergrund der Strukturationstheorie (Giddens), welche unterschiedliche strukturelle Komponenten (Signifikation, Legitimation, Macht) berücksichtigt, entwickelt werden. Organisationale Strukturen produzieren Ärger und Ärger reproduziert die Struktur der Organisation. Basierend auf dieser Annahme, wird die Anwendung einer weiterentwickelten Strukturationstheorie auf Ärger-Interaktionen in Organisationen an mehreren Thesen aufgezeigt.

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Organisation als reflexive Strukturation

Cited by 106 publications

References 0 publications

Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry

Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry

Practices in Focus: The Dilemmas That Evoke them and the Effects They Have

Ärger in Organisationen — eine strukturationstheoretische Perspektive

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