Sociology Back to the Publics

This article is a reading of the `new sociology' that is mainly identified with the works of C. Wright Mills and Alvin Gouldner. Its main argument is that during the past 40 years the new sociology gave back a public face to sociology. This distinguishes it from the `old sociology' that had not been able to free itself from `private' social values. It is argued that Mills' power elite and Gouldner's coming crisis theses provided the foundation for a common enterprise among many `new sociologists' to develop a critical and public sociology that would seek to shape what Mills called the `democratic society of publics'.`New sociologists' share a critique of modern societies, namely, that though most modern societies have formal democracies, a substantial democratic social structure of publics is often lacking, due to the erosion of the public sphere by private values

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

Group Formation

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/68807/2/10.1177_104649647300400206.pd

Attitudes toward westbound refugees in the East German press

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/67107/2/10.1177_002200277001400303.pd

Imprinting, honeymooning, or maturing: Testing three theories of how interfirm social bonding impacts suppliers’ allocations of resources to business customers

In business markets, does strength of social bonds that a supplier perceives with a specific customer influence the supplier’s allocations of resources relative to other customers? If social bonding does uniquely impact supplier allocation of resources to customers, does the impact vary by relationship duration? Relationship marketing and Homans’ framework for social behavior are the theoretical bases for the study, which uses survey data to examine three alternative models that indicate how suppliers’ perceptions of social bonds with customers influence the suppliers’ allocations of resources over time. Analysis of data from sales and marketing managers confirms that two of these models, the imprinting theory and the maturity theory, are relevant. The findings indicate that relationship managers need to take into account the clear effect that creation of strong social bonds in buyer–seller relationships, as distinct from financial bonds, has on the way in which suppliers allocate resources to those relationships and how relationship duration affects the way in which they do so. The study strengthens the argument, on a strong theoretical base, to adopt a collaborative, as opposed to a transactional, approach to buyer–seller relationships

Moral courage in the workplace: moving to and from the desire and decision to act

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/72135/1/j.1467-8608.2007.00484.x.pd