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Proponents of conflict methodology have recently asserted that consensus methodologies are ineffective in the study of elite-controlled, large-scale organizations. They have proposed utilization of a variety of techniques which place researchers in a condition of hostile contrast to subject organizations. The purpose of this paper is to introduce and assess the conflict methodology position. It, therefore, identifies the organizational subjects of conflict research, examines the assertion that consensus methodologies are ineffective in the study of elite-controlled, large-scale organizations, and provides a definition of conflict methodology. The paper concludes by assessing the implications, problems, and possible contributions of conflict methodology. [ABSTRACT FROM AUTHOR]

This paper begins with a brief critical review of the major perspectives in the debate concerning ownership and control of major corporations. After examination of a new source of data compiled by a Senate committee (pertaining especially to the expansion of stock control by institutional investors and, most importantly, by major commercial banks), we argue that none of these perspectives is strongly supported. In concluding we tentatively outline a perspective which seems to provide a better "fit" to the data. We argue that the dominant force in the overall capitalist economy is now an "intercorporate complex" of major corporations, with banks in a central coordinating position (though short of "control") and an inner group of the "corporate class" providing the human linkage. This form of control is what we call "intercorporate control," based upon the impersonal interests of major, interrelated corporate bureaucracies. [ABSTRACT FROM AUTHOR]

This paper has two purposes: (1) to show how previous work in complex organizations, social movements and political development converges to predict routinization of successful social movement organizations, and (2) to explore the Chinese experiment in organization as a deviant case for the "law" of routinization. First, theories from three substantive areas are shown to predict routinization of social movement organizations. Next, an alternative model of organization, the Maoist model, is presented. Then, recent social history of China is examined to see if the model has been implemented. Lastly, several generalizations about the routinization process are drawn from the Chinese case. [ABSTRACT FROM AUTHOR]

This paper discusses the importance of identifying the environmental context in which organizations function. The relationship between an organization and those other groups and individuals constituting its environment is specified in terms of linkages. Two key dimensions of linkage are identified: strength and breadth. The former refers to how intimately the organization is connected with any other group while the latter refers to how extensive is the support. These linkages' dimensions are viewed from a "resource mobilization" perspective, i.e., as the means by which resources are brought into an organization. A study of linkages sustained by the NAACP during 1961-69 illustrates how the dimensions of linkage strength and breadth can be operationalized and applied. New avenues of research then are suggested. [ABSTRACT FROM AUTHOR]

In recent years the field of sociology and the subfield of complex organization have experienced a series of running debates between persons subscribing to structural approaches and those holding to interaction perspectives of scientific inquiry. Drawing upon Spinner's (1973) discussion of the types of intertheory relationships, this paper extends his analysis by drawing attention to the Polanyi-Hanson-Kuhn position on the fundamental nature of theory-laden observation. A methodological rule is proposed, using theoretic blockage as the basis for alternate shifting between diverse theories. In this manner, tenets of various theoretic perspectives can serve as heuristics to a more informed analysis. A theoretical discussion of power, deference, and social coordination is used to illustrate how the methodological rule of theoretic blockage can be employed to advance organization theory. I argue that the theoretical diversities in the subfield of complex organization can provide an excellent arena for exploring critical intertheory dialogues which can advance our knowledge of organizations. At the same time they can serve as a testing ground for general intertheory and interdisciplinary linkages. [ABSTRACT FROM AUTHOR]

It is argued that the theory of negotiated order, which has remained largely submerged within a series of fairly specific "grounded" case studies of occupations, professions, and complex organizations in the health field, has a number of attractive qualities to it. As such, it represents one of the more exciting recent developments in the study of organizations. The present paper examines the more recent historical origins of the theory, summarizes its major points, and critically assesses its strengths and weaknesses. Since most of the substance of the theory is found in studies of health professionals working in hospital settings, the examples used here are also derived from this particular body of literature. Some future possible directions which we believe will improve the overall explanatory power of the perspective are presented in the concluding section. [ABSTRACT FROM AUTHOR]

The study of organizations has been guided by a paradigm consisting of interrelated theoretical, methodological, and practical commitments. Theoretically, a problematic of rational structuring has dominated the field. This has been coupled with positivist methodology and a practical commitment to administrative problem-solving. The paradigm has fallen into crisis as a consequence of work on several analytical problems—action, power, levels, and process. Work on the action problem emphasizes the grounding of organizational patterns in the interactions and practices of people. Patterns are also seen in recent work as the expression of power relationships. The levels problem involves the analysis of interpenetration and interdependence between distinct sectors or layers of social structure. The concern with process involves the continuous transformation of organizational patterns. The central issue growing out of the work on these analytical problems is how to handle theoretically the production and reproduction of organizational patterns. [ABSTRACT FROM AUTHOR]

An alternative approach to organizational theory is outlined, based on Marxian categories and propositions. The concepts of "productive forces" and "social relations of production" are specified in terms of various organizational phenomena such as organizing activity vs. organization; historical contradictions between organizational control structures and new forms of organizing work activity (e.g., occupational and professional status groups vs. administrative rationalization and bureaucratization; bureaucratic and technocratic administration vs. selforganization of labor and workers' control); the contradictions between such organizational dimensions as labor-power and its manifestations in terms of skills and knowledge, the object of labor (complexity of task structure), the means of labor (technology), the division of labor, the control of labor (cost-accounting and hierarchical authority relations), and the organization of labor (e.g., either in terms of occupations and professions or unions, corporate management, state bureaucracies, or self-organization and workers' control). Organizational contradictions between functional as well as historical phases of the work process are described for work organizations, in general, and for public service bureaucracies and courts of law, in particular. For example, administrative and technical innovations designed to increase productivity tend to come into contradiction with strategies of established authority structures (e.g., of the professional judicial elite) designed to expand domain, thus impeding or nullifying various organizational reform efforts. The paper concludes with a more general discussion of Marxian method. [ABSTRACT FROM AUTHOR]

This paper examines Blau's recent attempt to construct a deductive theoretical explanation of structural differentiation in formal organizations. Blau claims that certain generalizations are explanatory, and cites certain philosophers in support of this claim. A closer examination of these philosophers' views shows the resemblance between these generalizations and explanatory scientific generalizations to be only superficial. They can be better understood as descriptions of patterns. These patterns hold in virtue of the following of certain practices by organizational participants. Explanations of the instances covered by the generalizations which refer to these practices may be provided. These explanations require no supplementation. This suggests that the dependence is parasitic, insofar as explanation is concerned. Blau's explanations add nothing, nor are they fully independent alternatives. [ABSTRACT FROM AUTHOR]

The goal and system resource approaches represent alternative conceptions of organizational effectiveness. The goal approach views effectiveness in terms of internal organizational objectives and performance. Organization-environment relations are the focus of the system resource approach, though previous applications of this perspective have been limited to profit-making organizations. This paper reconceptualizes the system resource approach for use in public agencies and examines the flow of organizational resources as an indicator of effectiveness.

This paper reports upon a secondary analysis of Richard Hall's (1968) data, indicating that two major trends—the increasing professionalization of the labor force and the increasing bureaucratization of organizations—are not necessarily incompatible. Because the bureaucratic and professional models imply different forms of organization, most research has been directed toward isolating the sources of conflict; the major emphasis being upon the incompatibility of professional and bureaucratic control. Using Thompson's (1967) classification of technology, the present research has focused upon two dimensions of professionalism (self-regulation, and autonomy) and three dimensions of bureaucracy (rules, procedures, and technical competence). The results suggest that the relationships between these dimensions vary by organizational technology and the nature of the professional tasks. [ABSTRACT FROM AUTHOR]

Prior research shows that members of voluntary organizations are more likely to protest than nonmembers. But why, among members, do some protest while others do not? I explore whether organizational involvement—the extent in which members engage in the “life” of their organizations—affects protest. I identify four dimensions of involvement—time and money contributions, participation in activities, psychological attachment, and embeddedness in interpersonal communication networks. Only the first dimension has robust effects on protest, and they are nonlinear: intermediate contributors have the highest protest rates. The three other dimensions substantially increase protest only under specific “involvement profiles.” [ABSTRACT FROM AUTHOR]

How do institutional entrepreneurs craft new organizational forms under unstable conditions, especially when all of the relevant organizational models have serious liabilities in terms of legitimacy? Previous literature argues that emergent organizational models must adopt existing organizational elements in order to solve three problems: (1) gaining access to resources, (2) exploiting previous competencies, and (3) demonstrating legitimacy to salient audiences. Yet, these three distinct needs often require very different organizational elements associated with diverse, contradictory moral logics. This article, which examines the case of for-profit ventures started by Chinese state organizations in the 1990s, reveals one strategy that entrepreneurs can use to solve this problem—to deliberately increase ambiguity about the organization's central characteristics and its underlying moral logic. This strategy makes it possible for new organizations to solve the problems of resources, competency, and legitimacy by simultaneously adopting (and adapting) contradictory organizational elements. [ABSTRACT FROM AUTHOR]

Recent research indicates that career mobility under Chinese Communist rule has been shaped by state political screening and shifts in official ideology. Drawing on Weber's concept of modern bureaucracy and a study of schoolteachers in the Mao era (1949-1976), this article suggests that within the workplace official control of careers engendered an inferior and heterogeneous corps of management personnel, a deep schism between management and the staff, and a fractured division of labor. The antitheses of the rational features of modern bureaucracy, these arrangements fostered workplace friction and political resentment that precipitated post-Mao reforms. Primary evidence comes from recently declassified government documents and firsthand interviews with retired teachers. [ABSTRACT FROM AUTHOR]

This longitudinal study of the growth of forty-six state welfare departments takes as a point of departure a closed system model of organizational growth. The various components (central office size, managerial components, caseworker component, clerical component) are analyzed in terms of (1) the relationship between the initial size of a component and its growth rate; (2) a comparison of different rates of growth for different components; and (3) the influence of increased work load and environmental complexity on the growth of components. The findings indicate that, for the central office, managerial, and clerical components, the initial size and growth rate are negatively related. The casework component accounts for the greatest amount of total organizational growth and is directly affected by increased work load. Finally, the growth of the managerial component is directly influenced by both increased work load and environmental complexity (i.e., urbanization). [ABSTRACT FROM AUTHOR]

The effects of discrepancies between preferred and perceived control among church members are investigated in terms of amount and distribution of control. For each dimension of control, three categories of respondents are identified: those who preferred a greater amount or wider distribution of control than they perceived to exist within their churches (deficit); those whose preferred and perceived control scores were identical (balance); and those who preferred a lesser amount or more concentrated distribution of control in their churches than they perceived to exist (surplus). For both amount and distribution of control, a perceived deficit is more common than a surplus. Respondents experiencing discrepancies in either direction are more dissatisfied and alienated than those with a balance in desired and perceived organizational control. A deficit is associated with more dissatisfaction (but not necessarily more alienation) than a surplus. Subsample comparisons show these findings hold for both officers and non-officers. Regression analyses show that discrepancies regarding organizational control are important even after other aspects of control have been introduced. [ABSTRACT FROM AUTHOR]

Systematic study of the sociology of organizations is almost absent in both the classical and modern Marxist traditions. Although some recent studies in the Marxist tradition show considerable promise, the field has been dominated by the Weberian perspective. The development of new theory should be informed by the Marxian concepts of (a) labor theory of value, (b) the forces and relations of production, (c) historical development of capitalism, and (d) class structure and class struggle. Bourgeois organizational theory has some serious deficiencies, but there is much of value that can be subsumed under the broader rubric of Marxist political economy. The potential for a Marxist theory of bureaucracy is explored in an examination of managerial strategies to minimize external uncertainties in a monopoly capitalist system, and internal uncertainties arising from the work force. Strategies for controlling the work force include the division of labor, organizational hierarchy, rules and procedures, the uses of secrecy and hoarding of knowledge, and the maintenance of ethnic and sexual divisions in the work force. Further research is needed on (a) differentiating capital accumulation and social control strategies, (b) comparisons between workers in the state and corporate sectors, (c) comparisons between work organization under full range of socialist economies and those in capitalist economies in both manufacturing and government and (d) alternatives for the future. [ABSTRACT FROM AUTHOR]

Organizational change may be considered as analogous to scientific change. Kuhn's analysis of scientific activities as paradigm guided is applied to an organizational framework to suggest that organizational activities may be understood in the same fashion. This perspective is briefly applied to the current controversy in health care. Research attention is directed toward the use of knowledge in organizational activities and in health care in particular. [ABSTRACT FROM AUTHOR]

Although the concept of the division of labor is appropriately and irrevocably associated with Durkheim, the division of labor plays a somewhat lesser role in Durkheim's thinking than is sometimes believed. He, in fact, relegates it to secondary status as a form of social organization, and his position is used to legitimate a sociology that looks to explanation by means of beliefs, sentiments, and values. But there are available data which cast doubt on some portions of Durkheim's argument concerning the secondary nature of the division of labor, and a close examination of Durkheim's analysis of the division of labor raises serious doubts about the logical adequacy of his position. [ABSTRACT FROM AUTHOR]