Stanford's Organization Theory Renaissance, 1970-2000
Frank Dobbin, Claudia Bird Schoonhoven
Emerald Group Publishing, Apr 9, 2010 - Business & Economics - 512 pages
Between 1970 and 2000, Stanford University enabled and supported a vigorous interdisciplinary community of organizations training, research, and theory building. Important breakthroughs occurred in theory development, and a couple of generations of doctoral and post-doctoral students received enhanced training and an extraordinary opportunity to build collegial networks. The model spread to other universities and work done at that time and place continues to exercise influence up to the present time. This volume both summarizes the contributions of the main paradigms that emerged at Stanford in those three decades, and describes the sociological conditions under which this remarkable, generative, environment came about. A series of chapters by some of the key contributors to these paradigms, who studied at Stanford between 1970 and 2000, are followed by brief comments on the conditions that fostered the development of these different paradigms, and on the development of the paradigms themselves.
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academic Academy of Management Administrative Science Quarterly American Journal American Sociological Review analysis Asilomar Baron behavior beneﬁts business school Center collaboration conﬂict corporate networks deﬁned Dick Scott Dobbin doctoral students dynamics economic Eisenhardt environment faculty member ﬁeld ﬁnd ﬁrms ﬁrst focus focused formal Freeman graduate students HCOs healthcare hospitals ideas important industry inﬂuence innovation institutional theory intellectual interlocks interorganizational Jeff Pfeffer Jim Baron Jim March Journal of Sociology Kramer labor markets Management Journal Mark Granovetter mental health Meyerson Mike Hannan NIMH Organization Science organization studies organization theory Organization Theory Renaissance organizational community organizational culture organizational ecology organizational institutionalism organizational learning organizational research organizational scholars outcomes paradigms perspective Podolny population ecology post-doctoral Powell processes reﬂect resource dependence role Rowan Sage Salancik School of Business Schoonhoven SCOR signiﬁcant Sitkin SOC members social Sociology Department Sociology of Organizations speciﬁc strategy subcultures theoretical University Press