Organization Theory, Volume 1Barbara Czarniawska-Joerges PART I CREATING THE OBJECT OF ORGANIZATION THEORY 1. Dwight Waldo (1961), 'Organization Theory: An Elephantine Problem', Public Administration Review, 21 (4), Autumn, 210-25 3 2. Charles Perrow (1991), 'A Society of Organizations', Theory and Society, 20 (6), December, 725-62 19 3. Nils Brunsson and Kerstin Sahlin-Andersson (2000), 'Constructing Organizations: The Example of Public Sector Reform', Organization Studies, 21 (4), 721-46 57 PART II SYSTEMS: OPEN, LOOSELY COUPLED OR AUTOPOIETIC? 4. Floyd H. Allport (1962), 'A Structuronomic Conception of Behavior: Individual and Collective', Journal of Abnormal and Social Psychology, 64 (1), 3-30 85 5. Karl E. Weick (1976), 'Educational Organizations as Loosely Coupled Systems', Administrative Science Quarterly, 21 (1), March, 1-19 113 6. Niklas Luhmann (1986), 'The Autopoiesis of Social Systems', in Felix Geyer and Johannes van der Zouwen (eds), Sociocybernetic Paradoxes: Observation, Control and Evolution of Self-steering Systems, Chapter 11, London: Sage Publications, 172-92 132 PART III DECISION MAKING 7. Michael D. Cohen, James G. March and Johan P. Olsen (1972), 'A Garbage Can Model of Organizational Choice', Administrative Science Quarterly, 17 (1), March, 1-25 155 8. James G. March (1978), 'Bounded Rationality, Ambiguity, and the Engineering of Choice', Bell Journal of Economics, 9 (2), Autumn, 587-608 180 9. Nils Brunsson (1982), 'The Irrationality of Action and Action Rationality: Decisions, Ideologies and Organizational Actions', Journal of Management Studies, 19 (1), 29-44 202 PART IV ORGANIZATIONAL LEARNING 10. Chris Argyris (1976), 'Single-Loop and Double-Loop Models in Research on Decision Making', Administrative Science Quarterly, 21 (3), September, 363-75 221 11. Bo Hedberg (1981). 'How Organizations Learn and Unlearn', in Paul C. Nystrom and William H. Starbuck (eds), Handbook of Organizational Design, 1,blunme I: Adapting Organizations to Their Environments, Chapter 1, Oxford: Oxford University Press, 3-27 234 12. Scott D.N. Cook and Dvora Yanow (1993), 'Culture and Organizational Learning', Journal ofManagement Inquiry, 2 (4), December, 373-90 259 PART V LEADERSHIP 13. Gary Yukl (1971), 'Toward A Behavioral Theory of Leadership', O:ganizational Behavior and Human Performance, 6 (4), July, 414--40 279 14. Jeffrey Pfeffer (1977), 'The Ambiguity of Leadership', Academy of Management Review, 2 (1), January, 104-12 306 15. Linda Smircich and Gareth Morgan (1982), 'Leadership: The Management of Meaning', Journal of Applied Behavioral Science, 18 (3), 257-73 315 PART VI POWER AND CONTROL 16. D.J. Hickson, C.R. Hinings, C.A. Lee, R.E. Schneck and J.M. Pennings (1971), 'A Strategic Contingencies' Theory of Intraorganizational Power', Administrative Science Quarterly, 16 (2), June. 216-29 335 17. William G. Ouchi (1979), 'A Conceptual Framework for the Design of Organizational Control Mechanisms', Management Science, 25 (9), September, 833-48 349 18. Stewart Clegg (1981), 'Organization and Control', Administrative Science Quarterly, 26 (4), December, 545-62 365 PART VII ORGANIZATIONAL CULTURE 19. Edgar H. Schein (1983), 'The Role of the Founder in Creating Organizational Culture', Organizational Dynamics, 12, Summer, 13-28 385 20. Linda Smircich (1983), 'Concepts of Culture and Organizational Analysis', Administrative Science Quarterly, 28 (3), September, 339-58 401 21. John Van Maanen and Stephen R. Barley (1984), 'Occupational Communities: Culture and Control in Organizations', in B.M. Staw and L.L. Cummings (eds), Research in Organizational Behavior: Volume 6, Greenwich. CT: JAI Press, 287-365 421. |
Common terms and phrases
Academy of Management action activities Administrative Science Quarterly ambiguity American Sociological American Sociological Association analyzing approach argued assumptions behavior Bhopal bureaucracy Caesarean story Calás CDO's complex concept of organization context crisis decision deconstruction dialectical discourse dominant empirical enactment environment ethnographic example feminism feminist fieldworker formal Foucault function functionalist ganizations gender goals HENRY MINTZBERG homosocial human important individuals interaction interest interorganizational field interpretations isomorphism knowledge language game leader leadership Linda Smircich male managerial means metaphor modern observed operation organization science organization theory organizational analysis organizational studies paper paradigm patterns Perrow perspective political postmodern problem production rational reality relations relationships resource Review Robert Cooper role seduction Selznick sensemaking sexual social science society Sociology specific strategy structure suggests theoretical theorists thought trials tion tional tive understanding University Press Weick women York