Rethinking Power in Organizations, Institutions, and Markets: Classical Perspectives, Current Research, and the Future Agenda

Courpasson, David; Golsorkhi, Damon; Sallaz, Jeffrey J.

doi:10.1108/s0733-558x(2012)0000034003

Cited by 13 publications

(16 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This article is a response to the call by Courpasson, Golsorkhi and Sallaz (2012, p. 5) for ‘ethnographic studies of power within organizations [that] are able to provide the detailed empirical flesh to the investigation of power relations at work that are needed today’ (see also Alvesson & Willmott, 1992; Hallett & Ventresca, 2006). By addressing the micro-politics of cross-functional integration, we aim to advance the capability of organization studies, as well as of managers of integration, to explain inter-functional negotiations, struggles and conflicts that challenge successful cross-functional integration and, hence, the innovation processes.…”

Section: Introductionmentioning

confidence: 99%

‘Walls or Boxes’: The Effects of Professional Identity, Power and Rationality on Strategies for Cross-Functional Integration

Baunsgaard

Clegg

2013

Organization Studies

View full text Add to dashboard Cite

Small- to medium-sized enterprises (SMEs) are recognized as drivers of economic growth, yet commonly face low innovation and organizational success due to insufficient cross-functional integration. We pose the simple question: what factors hinder cross-functional integration from occurring? We analyse cross-functional integration at management level by developing the framework of dominant ideological modes of rationality, composing professional identity, power relations and rationalities and through the construct of ‘members’ categorization devices’ (MCDs). The article builds theory from a longitudinal in-depth empirical investigation of ‘everyday’ micro-political processes involved in cross-functional integration by drawing on political and ethnomethodological perspectives. It provides novel findings on the dynamics between power relations and cross-functional integration, the influence of ‘thought worlds’ of different functions involved in the innovation process, and contributes empirical evidence that professional identity produces power relations and rationality. Implications for theory, method and practice are considered.

show abstract

Section: Introductionmentioning

confidence: 99%

‘Walls or Boxes’: The Effects of Professional Identity, Power and Rationality on Strategies for Cross-Functional Integration

Baunsgaard

Clegg

2013

Organization Studies

View full text Add to dashboard Cite

show abstract

“…The politics of shifting modes of governing waste. Shifting modes of governing waste involves quests for dominance and/or resistance (Courpasson et al, 2012). That is, changing the waste treatment from disposal to waste-as-a-resource entailed the threat of a shift in governing mode, by diminishing the power of the local government authorities and increasing the power of the set of actors affected by the new waste management system.…”

Section: Discussion: Intricacies and Uncertainties Of Changing Thingsmentioning

confidence: 99%

Shifting modes of governing municipal waste – A sociology of translation approach

Guzman

Souza

2018

Environ Plan A

View full text Add to dashboard Cite

In this study we investigate the shifting of modes of governing municipal waste, from disposal (wasteto-landfill) to waste as a resource (sustainable recycling). To this end, we frame this study combining the modes of governing approach developed by Bulkeley, Watson and Hudson with Bruno Latour's sociology of translation approach (or Actor-Network Theory-ANT). Within this double framework, we investigate practices that emerge from the attempts made by multiple stakeholders to shift modes of governing waste. This study contributes to the modes of governing waste in particular and, to environmental policy implementation studies in general. We posit that shifting governing modes involves (i) the construction of human-nonhuman networks that support the stabilization of a particular governing mode; (ii) consideration of the role of nonhumans, their agency and materiality and; (iii) the acknowledgement that counter-networks and unintended consequences are likely to emerge. When we add to this view the role of politics, a more complex, dynamic, and rich picture of the phenomenon surfaces.

show abstract

“…The disruptors include various forms of power elites, such as governmental agencies, the military, corporate elites, and social movement organizations (Clegg, 2010; Power, 1997). Among these, the government agency or delegates may be the most influential disruptors because of their unique capability to combine normative instruments and coercive power to engage in a wide range of power projects (Courpasson, Golsorkhi, & Sallaz, 2012). Previous studies were mainly based on liberal economic contexts, where state reforms are generally aimed toward establishing more democratic and transparent institutional settings (Higgins & Hallström, 2007).…”

Section: Theoretical Premises Of Institutional Maintenance Through Thmentioning

confidence: 99%

Subordinate Actors’ Institutional Maintenance in Response to Coercive Reforms

Xiao

Klarin

2019

Journal of Management Inquiry

View full text Add to dashboard Cite

Institutional work research shows how actors purposively create, maintain, and disrupt institutions. Failed or unintended consequences of institutional maintenance remain relatively unexplored, for two reasons. First, the role of coercive disruption actors (e.g., a state) has not been fully explored. Second, existing literature takes scant account of power and disregards the resistance tactics of subordinate actors. Drawing on a longitudinal case study of a migrant workers’ union in China, we show how subordinate actors were first able to maintain institutional arrangements followed by a maintenance failure under the disruption work performed by the authoritarian state. This study extends the institutional maintenance literature in two ways. First, subordinate actors can sustain institutions insofar as they collectively deploy superficial deference and hidden forms of resistance. Second, maintenance work is vulnerable in the sense that it is contingent on the systems of domination and the level of pressure exerted by the disruption actors.

show abstract

Rethinking Power in Organizations, Institutions, and Markets: Classical Perspectives, Current Research, and the Future Agenda

Cited by 13 publications

References 29 publications

‘Walls or Boxes’: The Effects of Professional Identity, Power and Rationality on Strategies for Cross-Functional Integration

‘Walls or Boxes’: The Effects of Professional Identity, Power and Rationality on Strategies for Cross-Functional Integration

Shifting modes of governing municipal waste – A sociology of translation approach

Subordinate Actors’ Institutional Maintenance in Response to Coercive Reforms

Contact Info

Product

Resources

About