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Journal Cover   Organization Studies
  [SJR: 2.371]   [H-I: 80]   [28 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0170-8406 - ISSN (Online) 1741-3044
   Published by Sage Publications Homepage  [814 journals]
  • Social Networks and Inter-professional Knowledge Transfer: The Case of
           Healthcare Professionals
    • Authors: Tasselli; S.
      Pages: 841 - 872
      Abstract: This study examines the relationship between the structure of professional networks and patterns of inter-professional knowledge transfer in the healthcare setting. Collecting survey data and qualitative evidence from 118 professionals in a hospital department, we used theory on the sociology of professions and social networks to investigate patterns of knowledge transfer between doctors and nurses. First we found that members of different professions tend to be embedded in distinctive professional cliques, which in turn inhibit effective inter-professional knowledge transfer. Network structure, however, combines with individual characteristics in predicting knowledge transfer patterns. By occupying central positions in closely knit networks, clinical directors can facilitate knowledge transfer patterns between doctors and nurses. And actors who are legitimated both intra-professionally and inter-professionally to occupy brokerage positions in social networks, namely junior doctors and nurse managers, are more likely to gain access to non-redundant, valuable knowledge. The overall picture is one of network structure interplaying with the characteristics of individual actors in shaping the dynamics of professional interactions.
      PubDate: 2015-06-09T10:31:18-07:00
      DOI: 10.1177/0170840614556917
      Issue No: Vol. 36, No. 7 (2015)
  • Organizations as Penetrated Hierarchies: Environmental Pressures and
           Control in Professional Organizations
    • Authors: Bleiklie, I; Enders, J, Lepori, B.
      Pages: 873 - 896
      Abstract: Organizational control and environmental influences on organizational behavior are central themes in organization studies, yet little effort has been made to bring them together. In this paper we seek to contribute to filling this gap by investigating and conceptualizing environmental influences on organizational control. The paper examines patterns of organizational control and their environmental couplings through three parallel case studies of public universities in three European countries. We provide a systematic characterization of the space of configurations of control in professional knowledge-intensive organizations along the two axes of centralization of power and formalization of social relationships. We show that environmental characteristics do matter for the contestation and selection of control models. Finally, we unpack and conceptualize the synergetic influence of three environmental characteristics (institutional pressures, resource environment, and external social relationships) as providing sources of legitimacy and power for specific control regimes.
      PubDate: 2015-06-09T10:31:18-07:00
      DOI: 10.1177/0170840615571960
      Issue No: Vol. 36, No. 7 (2015)
  • From Rational Myth to Self-Fulfilling Prophecy? Understanding the
           Persistence of Means-ends Decoupling as a Consequence of the Latent
           Functions of Policy Enactment
    • Authors: Dick; P.
      Pages: 897 - 924
      Abstract: Organizations operating in pluralistic institutional environments are facing ever greater pressures to adopt and implement policies and practices that have few if any benefits for their core functions. This situation is characterized by Bromley and Powell as reflective of means–ends decoupling. Current theory suggests that this form of decoupling can be difficult to sustain unless the logic of confidence in the policy/practice is maintained, i.e. actors believe that it is useful, relevant and important. In this study, I argue that part-time working in the UK police service illustrates a sustained case of means–ends decoupling in that its official purpose (to retain the skills and experience of (mainly female) police officers) not only appears to have few benefits for the subunits in which it is implemented, but the practice itself is seen to interfere with the achievement of operational goals, generating efficiency gaps. Despite this situation, the logic of confidence in this practice is maintained. Using Merton’s distinction between the manifest and latent functions of a policy, I argue that this situation can be understood by examining how the policy on part-time working functions latently to increase managers’ accountability regarding the accommodation of part-time working. This means that managers are unwilling to refuse requests for part-time working but its manifest function (the retention of skills and experiences) operates to ameliorate efficiency gaps through a process I term ‘institutional satisficing’. Furthermore, the manifest function of part-time working can be used as a rhetorical tool by managers to justify potentially controversial methods of accommodating part-time officers in frontline roles which can result in the serendipitous recoupling of part-time working to its intended purposes.
      PubDate: 2015-06-09T10:31:18-07:00
      DOI: 10.1177/0170840615575191
      Issue No: Vol. 36, No. 7 (2015)
  • How Entrepreneurs Become Skilled Cultural Operators
    • Authors: Uberbacher, F; Jacobs, C. D, Cornelissen, J. P.
      Pages: 925 - 951
      Abstract: Cultural entrepreneurship and symbolic management perspectives portray entrepreneurs as skilled cultural operators and often assume them to be capable from the outset to purposefully use ‘cultural resources’ in order to motivate resource-holding audiences to support their new ventures. We problematize this premise and develop a model of how entrepreneurs become skilful cultural operators and develop the cultural competences necessary for creating and growing their ventures. The model is grounded in a case study of an entrepreneur who set up shop and sought to acquire resources in a culturally unfamiliar setting. Our model proposes that two adaptive sensemaking processes – approval-driven sensemaking and autonomy-driven sensemaking – jointly facilitate the gradual development of cultural competences. These processes jointly enable entrepreneurs to gain cultural awareness and calibrate their symbolic enactments. Specifically, while approval-driven sensemaking facilitates recognizing cultural resources to symbolically couple a venture’s identity claims more tightly with the cultural frames of targeted audiences and gain legitimate distinctiveness, autonomy-driven sensemaking enables recognizing cultural constraints and more effective symbolic decoupling to shield the venture from constraining cultural frames and defend the venture’s autonomy and resources. We conclude the paper with a discussion of the theoretical implications of our study for cultural entrepreneurship and symbolic management research.
      PubDate: 2015-06-09T10:31:18-07:00
      DOI: 10.1177/0170840615575190
      Issue No: Vol. 36, No. 7 (2015)
  • Management Control, Results-Oriented Culture and Public Sector
           Performance: Empirical Evidence on New Public Management
    • Authors: Verbeeten, F. H. M; Spekle, R. F.
      Pages: 953 - 978
      Abstract: New Public Management (NPM) has been guiding public sector reform for over 25 years. Its position on the design of effective management control rests on three key ideas: (1) performance improvement requires a results-oriented culture that emphasizes outcomes rather than inputs or processes; (2) public sector organizations need to introduce performance management based on targets, monitoring and incentives; and (3) public sector organizations should decentralize decision rights and reduce their reliance on rules and procedures. Focusing on the particularly influential version of NPM as advocated by the OECD, we examine the validity of these ideas theoretically and empirically. We conclude that NPM’s reform programme should be reconsidered. Although the evidence indicates that a results-oriented culture is positively associated with performance, we find little support for the assumed benefits of NPM-type performance contracting. In addition, the results suggest that both the effects of decentralization and the reliance on rules and procedures are opposite to NPM’s expectations.
      PubDate: 2015-06-09T10:31:18-07:00
      DOI: 10.1177/0170840615580014
      Issue No: Vol. 36, No. 7 (2015)
  • Book Review: Marcelo Bucheli and R. Daniel Wadhwani (eds) Organizations in
           Time: History, Theory, Methods
    • Authors: Cailluet; L.
      Pages: 979 - 982
      PubDate: 2015-06-09T10:31:18-07:00
      DOI: 10.1177/0170840614564321
      Issue No: Vol. 36, No. 7 (2015)
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