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

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 'Iron Cage' strengthened? Discretion and digital discipline

Research on changes in public administration associated with the adoption and use of information and communication technologies ('informatization'), almost univocally supports the conclusion that shop floor discretion disappears under their influence. We, however, are ill at ease with this direction in thought about discretion. Our unease is based on the scholarly work about practices, organizational learning and responsiveness. In this article, we test the thesis on the relation between informatization and operational discretion in an empirical research of operational discretion and informatization in two Dutch public agencies, both large and both automated. Our findings show that informatization does not destroy operational discretion, but rather obscures discretion. Based on the work of Argyris, we show that the phenomenon at work is 'participatory boundary practices', the direct personal ties that keep an organization together. ICTs destroy such links and thereby affect organizational learning. © Blackwell Publishing Ltd. 2007

Reflectivity, Reflexivity, Reflexivism: IR's 'Reflexive Turn' - and Beyond

The notion of ‘reflexivity’ has been so intimately tied to the critique of positivism and empiricism in International Relations (IR) that the emergence of post-positivism has naturally produced the anticipation of a ‘reflexive turn’ in IR theory. Three decades after the launch of the post-positivist critique, however, reflexive IR has failed to impose itself as either a clear or serious contender to mainstream scholarship. Reasons for this failure include: the proliferation of different understandings of ‘reflexivity’ in IR theory that entail significantly different projects and concerns for IR scholarship; the equation of ‘reflexive theory’ with ‘critical’ and ‘emancipatory theory’ and the consequent confusion of ethical/normative issues with strictly epistemic/theoretical ones; and the refusal to consider reflexive IR as a ‘research programme’ concerned with empirical knowledge, not just meta-explanation. The development of reflexivity in IR theory as a sustainable cognitive and praxeological effort is nonetheless possible — and still needed. This article suggests what taking the ‘reflexive turn’ would really entail for IR.</jats:p

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

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

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