{"title":"Organizing for inconsistencies: On organizational conflict, depression and hypocrisy as substitutes for action","authors":"Nils Brunsson","doi":"10.1016/0281-7527(86)90014-9","DOIUrl":"10.1016/0281-7527(86)90014-9","url":null,"abstract":"<div><p>How do organizations handle and act out inconsistent norms in their environment? It is claimed that organizations use structures, processes and outputs to reflect external inconsistencies, in order to acquire support and legitimacy in the environment. To this end organizations establish conflicting subunits and construct conflicting ideologies, they carry out depressive processes by exploiting problems and employing rationalistic decision procedures, and they produce hypocritical outputs in the shape of talk (the spoken and written word), decisions and material products. But these inconsistencies, which thus serve a useful purpose, also represent an obstacle to organizational action. Organizations solve this dilemma by decoupling the reflection of inconsistencies from organizational action. They achieve this in several ways: over time, issues, environments and subunits. But inconsistent environments, structures, processes and outputs interact and reinforce one another, thereby politicizing organizations, making them less apt to act but more apt to survive.</p></div>","PeriodicalId":101144,"journal":{"name":"Scandinavian Journal of Management Studies","volume":"2 3","pages":"Pages 165-185"},"PeriodicalIF":0.0,"publicationDate":"1986-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0281-7527(86)90014-9","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86065019","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Implementation and ambiguity","authors":"Vicki Eaton Baier, James G. March, Harald Saetren","doi":"10.1016/0281-7527(86)90016-2","DOIUrl":"10.1016/0281-7527(86)90016-2","url":null,"abstract":"<div><p>Studies of implementation have established two conspicuous things: First, policies can make a difference. Bureaucracies often respond to policy changes by changing administrative actions. Second, policy as implemented often seems different from policy as adopted. Organizational actions are not completely predictable from policy directives. Efforts to tighten the connection between policy and administration have, for the most part, emphasized ways of augmenting the competence and reliability of bureaucracies, of making them more faithful executors of policy directives. Alternatively, they look for ways of making policy makers more sophisticated about bureaucratic limitations. Such recommendations, however, assume that policies either are clear or can be made so arbitrarily. By describing discrepancies between adopted policies and implemented policies as problems of implementation, students of policy making obscure the extent to which ambiguity is important to policy making and encourage misunderstanding of the processes of policy formation and administration.</p></div>","PeriodicalId":101144,"journal":{"name":"Scandinavian Journal of Management Studies","volume":"2 3","pages":"Pages 197-212"},"PeriodicalIF":0.0,"publicationDate":"1986-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0281-7527(86)90016-2","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76391652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Moral issues in business: The case of Cabora Bassa","authors":"Georg Schreyögg, Horst Steinmann","doi":"10.1016/0281-7527(86)90017-4","DOIUrl":"10.1016/0281-7527(86)90017-4","url":null,"abstract":"<div><p>This article presents a case study of a big German enterprise (Siemens) facing a large wave of public critique and protest activities. The public was concerned about the political circumstances surrounding the construction of the Cabora Bassa hydroelectric dam in Mozambique in which Siemens was largely involved.</p><p>This study reports the escalating protest against the firm over three years (1970–1972) and the firm's responses during that period. The analysis of the case focuses exclusively on one aspect: The response behavior of the firm which is interpreted in the light of the business social responsibility doctrine.</p><p>The article proposes that the firm experienced a legitimation crisis and responded by reorienting its philosophy of business.</p></div>","PeriodicalId":101144,"journal":{"name":"Scandinavian Journal of Management Studies","volume":"2 3","pages":"Pages 213-229"},"PeriodicalIF":0.0,"publicationDate":"1986-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0281-7527(86)90017-4","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90743674","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An integration of the Contribution-Inducement model and economic theory","authors":"Ernst Jonsson","doi":"10.1016/0281-7527(86)90019-8","DOIUrl":"10.1016/0281-7527(86)90019-8","url":null,"abstract":"<div><p>According to the Contribution-Inducement model, the organization is viewed as a coalition between a number of participants. This model is made more precise with the aid of economic theory in order to enhance the degree to which it can be tested. With the help of C-I model, defined here, problems and actions within a market economy can be analysed in a more operational way than previously. The model can also provide a new insight into the power relations and conflicts between the various participants. According to this model the management, by virtue of its central, well-informed and professional standing, will be in a position to concentrate on increasing its own freedom of action at the expense of consumers in particular but also of labour. In that case, the owners of the organization will, with the aid of the management, obtain a strikingly large part of the surplus generated by the organization.</p></div>","PeriodicalId":101144,"journal":{"name":"Scandinavian Journal of Management Studies","volume":"2 3","pages":"Pages 251-267"},"PeriodicalIF":0.0,"publicationDate":"1986-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0281-7527(86)90019-8","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84768484","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"In memory of Johan Arndt","authors":"Torger Reve, Arne Kinserdal, Ansgar Pedersen","doi":"10.1016/0281-7527(86)90013-7","DOIUrl":"10.1016/0281-7527(86)90013-7","url":null,"abstract":"","PeriodicalId":101144,"journal":{"name":"Scandinavian Journal of Management Studies","volume":"2 3","pages":"Pages 163-164"},"PeriodicalIF":0.0,"publicationDate":"1986-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0281-7527(86)90013-7","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79044740","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Private and public ownership in Yugoslavia","authors":"Veljko Rus","doi":"10.1016/0281-7527(86)90015-0","DOIUrl":"10.1016/0281-7527(86)90015-0","url":null,"abstract":"<div><p>In western industrialized countries the increasing convergence of public and private ownership coincides with the growth of the welfare state. Similar trends can also be observed in eastern industrial countries.</p><p>Yugoslavia, by establishing a kind of symbiosis between public means of production and private ownership of labour force, is no exception but is merely an ideosyncratic case of such a convergence. Through this symbiosis, the equilibrium between liberalization and socialization of work in Yugoslav society is maintained.</p><p>On the other hand, such a symbiosis also represents an obstacle for the social transformation of: </p><ul><li><span>1.</span><span><p>a) acquisitive to non-acquisitive value orientation of manpower,</p></span></li><li><span>2.</span><span><p>b) segmented and low integrated collectives to highly integrated communities,</p></span></li><li><span>3.</span><span><p>c) contractually managed organisations to workers' self-regulation.</p></span></li></ul><p>Through this symbiosis liberal socialism is maintained and regression toward a totalitarian society is prevented; at the same time it prevents the transformation from a meritocratic society to one of solidarity.</p></div>","PeriodicalId":101144,"journal":{"name":"Scandinavian Journal of Management Studies","volume":"2 3","pages":"Pages 187-195"},"PeriodicalIF":0.0,"publicationDate":"1986-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0281-7527(86)90015-0","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78168125","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The free riding tendency in organizations","authors":"Robert Albanese, David D. Van Fleet","doi":"10.1016/0281-7527(85)90003-9","DOIUrl":"10.1016/0281-7527(85)90003-9","url":null,"abstract":"<div><p>This article describes and analyzes the free riding tendency, a phenomenon that is an inevitable characteristic of organizational life. While recognizing that most people have an intuitive understanding of free riding, the article identifies and explains important elements of free riding theory as it applies to groups within organizations. These elements include individual rational behavior, private and public goods, the effects of group size, and possible counterforces to free riding. Because free riding has implications for group productivity, and because groups are becoming more important in organizations, a greater understanding of group behavior is needed by organizational scholars and by those who work within organizations. Drawing on the discussion of free riding theory, the article identifies several practical conclusions for researchers and practitioners.</p></div>","PeriodicalId":101144,"journal":{"name":"Scandinavian Journal of Management Studies","volume":"2 2","pages":"Pages 121-136"},"PeriodicalIF":0.0,"publicationDate":"1985-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/0281-7527(85)90003-9","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79709835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号
