Unsettling Appearances: Diane Arbus, Erving Goffman and the Sociological Eye

Both the photographer Diane Arbus and sociologist Erving Goffman were fascinated by the way we present ourselves to others and this paper sets out how each understood the drama of human interaction. It begins by exploring how their work parallels some developments in the sociology of deviance, and notes how Goffman was one of the earliest critics of this field, before briefly sketching out Arbus’s controversial career and then turning to a more detailed look at three of her images. It concentrates on how the gap between intention and effect, or what Goffman terms the difference between the impressions we ‘give’ and those we actually ‘give off’, are at the core of her work and this sociological insight animates her compositions. The paper then describes how their work unsettles ‘normal appearances’ and provides rich resources for understanding human conduct

Drivers and outcomes of work alienation: reviving a concept

This article sheds new light on an understudied construct in mainstream management theory, namely, work alienation. This is an important area of study because previous research indicates that work alienation is associated with important individual and organizational outcomes. We tested four antecedents of work alienation: decision-making autonomy, task variety, task identity, and social support. Moreover, we examined two outcomes of alienation: deviance and performance, the former measured 1 year after the independent variables were measured, and the latter as rated by supervisors. We present evidence from a sample of 283 employees employed at a construction and consultancy organization in the United Kingdom. The results supported the majority of our hypotheses, indicating that alienation is a worthy concept of exploration in the management sciences

Career patterns of U.S. male academic social scientists

Seventy-four U.S. male academic social scientists provided career stage data. All were born between 1893 and 1903. The subjects were divided into four groups on the basis of their scholarly article productivity after age 59. Spilerman's conceptualization of work history guided the analysis. To a lesser extent, adult development theory (e.g., Hall and Nougaim, 1968) was also examined.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/42843/1/10734_2004_Article_BF00139794.pd

In search of theory? The workplace case study tradition in the 21st century

Workplace case studies have been valued by some for their ability to advance theory while others dismiss them as little more than descriptive stories. This paper presents a detailed content analysis of case study articles to assess the relative balance between theory, conceptual analysis and description. Drawing on a random sample of papers (n = 173) published in leading journals, I find that fewer than one in seven are descriptive papers while only one in ten are theory oriented. Using three criteria, I identify exemplars of theoretical and conceptual analysis and show how these may be used to advance the field

Opening up the Pandora's box of sustainability league tables of universities: a Kafkaesque perspective

The aim of this paper is to explore the institutional impact of sustainability league tables on current university agendas. It focuses on a narrative critique of one such league table, the UK's ‘Green League Table', compiled and reported by the student campaigning NGO, ‘People & Planet’ annually between 2007 and 2013. Through a Kafkaesque perspective, this paper offers the proposition that such league tables could be acting as an institutional hegemonic mechanism for social legitimacy, through the desire by universities to show that environmental issues are effectively under control. Espoused eco-narratives of the ‘carbon targets imperative’ and ‘engagement' can serve as a form of deception, by merely embracing the narrative as a rhetorical device. Moreover, they can serve the exclusive, particularistic self-interests of a growing legion of ‘carbon managers’, ‘sustainability managers’ and ‘environmental managers' in satisfying the neo-liberal institutional drive from their vice chancellors

What we talk about when we talk about "global mindset": managerial cognition in multinational corporations

Recent developments in the global economy and in multinational corporations have placed significant emphasis on the cognitive orientations of managers, giving rise to a number of concepts such as “global mindset” that are presumed to be associated with the effective management of multinational corporations (MNCs). This paper reviews the literature on global mindset and clarifies some of the conceptual confusion surrounding the construct. We identify common themes across writers, suggesting that the majority of studies fall into one of three research perspectives: cultural, strategic, and multidimensional. We also identify two constructs from the social sciences that underlie the perspectives found in the literature: cosmopolitanism and cognitive complexity and use these two constructs to develop an integrative theoretical framework of global mindset. We then provide a critical assessment of the field of global mindset and suggest directions for future theoretical and empirical research

THE ROLE OF INTERDEPENDENCE IN THE MICRO-FOUNDATIONS OF ORGANIZATION DESIGN: TASK, GOAL, AND KNOWLEDGE INTERDEPENDENCE

Interdependence is a core concept in organization design, yet one that has remained consistently understudied. Current notions of interdependence remain rooted in seminal works, produced at a time when managers’ near-perfect understanding of the task at hand drove the organization design process. In this context, task interdependence was rightly assumed to be exogenously determined by characteristics of the work and the technology. We no longer live in that world, yet our view of interdependence has remained exceedingly task-centric and our treatment of interdependence overly deterministic. As organizations face increasingly unpredictable workstreams and workers co-design the organization alongside managers, our field requires a more comprehensive toolbox that incorporates aspects of agent-based interdependence. In this paper, we synthesize research in organization design, organizational behavior, and other related literatures to examine three types of interdependence that characterize organizations’ workflows: task, goal, and knowledge interdependence. We offer clear definitions for each construct, analyze how each arises endogenously in the design process, explore their interrelations, and pose questions to guide future research

A relational model of perceived overqualification : the moderating role of interpersonal influence on social acceptance.

Theories of perceived overqualification have tended to focus on employees’ job-related responses to account for effects on performance. We offer an alternative perspective and theorize that perceived overqualification could influence work performance through a relational mechanism. We propose that relational skills, in the form of interpersonal influence of overqualified employees, determine their tendency to experience social acceptance and, thus, engage in positive work-related behaviors. We tested this relational model across two studies using time-lagged, multisource data. In Study 1, the results indicated that for employees high on interpersonal influence, perceived overqualification was positively related to self-reported social acceptance, whereas for employees low on interpersonal influence, the relationship was negative. Social acceptance, in turn, was positively related to in-role job performance, interpersonal altruism, and team member proactivity evaluated by supervisors. In Study 2, we focused on peer-reported social acceptance and found that the indirect relationships between perceived overqualification and supervisor-reported behavioral outcomes via social acceptance were negative when interpersonal influence was low and nonsignificant when interpersonal influence was high. The implications of the general findings are discussed

On violating one’s own privacy: N-adic utterances and inadvertent disclosures in online venues

Purpose: To understand the phenomena of people revealing regrettable information on the Internet, we examine who people think they’re addressing, and what they say, in the process of interacting with those not physically or temporally co-present. Design/methodology/approach: We conduct qualitative analyses of interviews with student bloggers and observations of five years’ worth of their blog posts, drawing on linguists’ concepts of indexical ground and deictics. Based on analyses of how bloggers reference their shared indexical ground and how they use deictics, we expose bloggers’ evolving awareness of their audiences, and the relationship between this awareness and their disclosures. Findings: Over time, writers and their regular audience, or “chorus,” reciprocally reveal personal information. However, since not all audience members reveal themselves in this venue, writers’ disclosures are available to those observers they are not aware of. Thus, their over-disclosure is tied to what we call the “n-adic” organization of online interaction. Specifically, and as can be seen in their linguistic cues, N-adic utterances are directed towards a non-unified audience whose invisibility makes the discloser unable to find out the exact number of participants or the time they enter or exit the interaction. Research implications: Attention to linguistic cues, such as deictics, is a compelling way to identify the shifting reference groups of ethnographic subjects interacting with physically or temporally distant others. Originality/value: We describe the social organization of interaction with undetectable others. N-adic interactions likely also happen in other on- and offline venues in which participants are obscured but can contribute anonymously.postprin

Review Essay : Industrial Organization and Socialist Development in China

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/68697/2/10.1177_009770047900500204.pd