Experience and Educationis the best concise statement on education ever published by John Dewey, the man acknowledged to be the pre-eminent educational theorist of the twentieth century. Written more than two decades after Democracy and Education(Dewey's most comprehensive statement of his position in educational philosophy), this book demonstrates how Dewey reformulated his ideas as a result of his intervening experience with the progressive schools and in the light of the criticisms his theories had received. Analysing both "traditional" and "progressive" education, Dr. Dewey here insists that neither the old nor the new education is adequate and that each is miseducative because neither of them applies the principles of a carefully developed philosophy of experience. Many pages of this volume illustrate Dr. Dewey's ideas for a philosophy of experience and its relation to education. He particularly urges that all teachers and educators looking for a new movement in education should think in terms of the deeped and larger issues of education rather than in terms of some divisive "ism" about education, even such an "ism" as "progressivism." His philosophy, here expressed in its most essential, most readable form, predicates an American educational system that respects all sources of experience, on that offers a true learning situation that is both historical and social, both orderly and dynamic.

经验与教育 = Experience and education

This handbook looks to provide academics and students with a comprehensive and holistic understanding of the phenomenon of innovation. Innovation spans a number of fields within the social sciences and humanities: Management, Economics, Geography, Sociology, Politics, Psychology, and History. Consequently, the rapidly increasing body of literature on innovation is characterized by a multitude of perspectives based on, or cutting across, existing disciplines and specializations. Scholars of innovation can come from such diverse starting points that much of this literature can be missed, and so constructive dialogues missed. The editors of The Oxford Handbook of Innovation have carefully selected and designed twenty-one contributions from leading academic experts within their particular field, each focusing on a specific aspect of innovation. These have been organized into four main sections, the first of which looks at the creation of innovations, with particular focus on firms and networks. Section Two provides an account of the wider systematic setting influencing innovation and the role of institutions and organizations in this context. Section Three explores some of the diversity in the working of innovation over time and across different sectors of the economy, and Section Four focuses on the consequences of innovation with respect to economic growth, international competitiveness, and employment. An introductory overview, concluding remarks, and guide to further reading for each chapter, make this handbook a key introduction and vital reference work for researchers, academics, and advanced students of innovation. Contributors to this volume - Jan Fagerberg, University of Oslo William Lazonick, INSEAD Walter W. Powell, Stanford University Keith Pavitt, SPRU Alice Lam, Brunel University Keith Smith, INTECH Charles Edquist, Linkoping David Mowery, University of California, Berkeley Mary O'Sullivan, INSEAD Ove Granstrand, Chalmers Bjorn Asheim, University of Lund Rajneesh Narula, Copenhagen Business School Antonello Zanfei, Urbino Kristine Bruland, University of Oslo Franco Malerba, University of Bocconi Nick Von Tunzelmann, SPRU Ian Miles, University of Manchester Bronwyn Hall, University of California, Berkeley Bart Verspagen , ECIS Francisco Louca, ISEG Manuel M. Godinho, ISEG Richard R. Nelson, Mario Pianta, Urbino Bengt-Ake Lundvall, Aalborg

The Oxford Handbook of Innovation

Typologies are an important way of organizing the complex cause-effect relationships that are key building blocks of the strategy and organization literatures. Here, I develop a novel theoretical perspective on causal core and periphery, which is based on how elements of a configuration are connected to outcomes. Using data on hightechnology firms, I empirically investigate configurations based on the Miles and Snow typology using fuzzy set qualitative comparative analysis (fsQCA). My findings show how the theoretical perspective developed here allows for a detailed analysis of causal core, periphery, and asymmetry, shifting the focus to midrange theories of causal processes.

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Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

In this innovative approach to the practice of social science, Charles Ragin explores the use of fuzzy sets to bridge the divide between quantitative and qualitative methods. Paradoxically, the fuzzy set is a powerful tool because it replaces an unwieldy, "fuzzy" instrument—the variable, which establishes only the positions of cases relative to each other, with a precise one—degree of membership in a well-defined set. Ragin argues that fuzzy sets allow a far richer dialogue between ideas and evidence in social research than previously possible. They let quantitative researchers abandon "homogenizing assumptions" about cases and causes, they extend diversity-oriented research strategies, and they provide a powerful connection between theory and data analysis. Most important, fuzzy sets can be carefully tailored to fit evolving theoretical concepts, sharpening quantitative tools with in-depth knowledge gained through qualitative, case-oriented inquiry. This book will revolutionize research methods not only in sociology, political science, and anthropology but in any field of inquiry dealing with complex patterns of causation.

Fuzzy-Set Social Science

This study explores the way in which network structure (network integration), network context (resource munificence and stability), and network governance mode relate to net -work effectiveness. The model by Provan and Milward (Provan, Keith G., and H. Brinton Milward. 1995. A preliminary theory of interorganizational network effectiveness: A comparative study of four community mental health systems. Administrative Science Quarterly 40 (1):1–33) on the effectiveness of designed and goal-directed interorganizational networks is extended and tested on the basis of 39 crime prevention networks (Safety Houses) in the Netherlands. Ten cases were subjected to in-depth analysis through documentation reviews, interviews, observations, and a survey among network participants. In the other 29 cases semistructured interviews were conducted with the network managers. The data for all 39 cases were analyzed with crisp-set Qualitative Comparative Analysis. The results revealed two different configurations for network effectiveness. Effective networks are centrally integrated networks that have been in existence for at least 3 years (age) and which show a high degree of stability. In addition, they either have considerable resources at their disposal or they have been set up with a network administrative organization. The results confirm core insights from Provan and Milward’s earlier study but also show that administrative resources can serve as a substitute for financial resources (and vice versa). The article concludes with suggestions for the further development of a configurational theory of network effectiveness.

Combining structure, governance and context: A configurational approach to network effectiveness

Managing the project learning paradox: A set-theoretic approach toward project knowledge transfer

Survey research often uses Liker-type score items to measure respondents' attitudes with respect to certain topics. This type of item has been shown to be susceptible to an acquiescent response bias. The purpose of this article is to point out the importance of controlling for this type of response bias when evaluating the equivalence of the construct measured by the items across (cultural) groups. More specifically, it is shown how and when omitting a factor accounting for the acquiescent response bias leads to a biased assessment of the invariance of the loadings of the content factor across the groups under study. On the basis of these results, a procedure for controlling for acquiescence is proposed and illustrated on a large data set of nine West European countries.

Adjustment for Acquiescence in the Assessment of the Construct Equivalence of Likert-Type Score Items

Some 20 years after the emergence of configurational theory as a key perspective in organization studies in the 1990s, this approach has yet to deliver on its promise. While we know that configurations the relative arrangement of parts and elements - matters, empirical research on configurations is just beginning to deliver on its promise.

Configurational Theory and Methods in Organizational Research

Contents: Foreword Joerg Sydow Preface Patrick N. Kenis, Martyna Janowicz-Panjaitan and Bart Cambre Introduction: Temporary Organizations - A Challenge and Opportunity for our Thinking About Organizations Martyna Janowicz-Panjaitan, Bart Cambre and Patrick N. Kenis PART I: MAKING THE CASE 1. The Prevalence and Characteristics of Interorganizational Temporary Collaborations of Dutch Small- and Medium-sized Firms (SMEs) Leon A.G. Oerlemans, Jan M.P. de Kok and Jeroen P.J. de Jong 2. Research on Temporary Organizations: The State of the Art and Distinct Approaches Toward 'Temporariness' Martyna Janowicz-Panjaitan, Rene M. Bakker and Patrick N. Kenis 3. Applying Organization Theory to Temporary Organizations Patrick N. Kenis, Bart Cambre, Gerardus J.M. Lucas, Leon A.G. Oerlemans PART II: CONCEPTUAL INSIGHTS INTO TEMPORARY ORGANIZATIONS 4. Time Matters: The Impact of 'Temporariness' on the Functioning and Performance of Organizations Rene M. Bakker and Martyna Janowicz-Panjaitan 5. The Atemporality of Temporary Organizations: Implications for Goal Attainment and Legitimacy Martyna Janowicz-Panjaitan, Patrick N. Kenis and Patrick A.M. Vermeulen 6. Proximity in Temporary Organizations Joris Knoben and Tobias Goessling 7. Structure in Temporary Organizations Joerg Raab, Joseph Soeters, Paul C. van Fenema and Erik de Waard 8. The Resource Dilemma of Temporary Organizations: A Dynamic Perspective on Temporal Embeddedness and Resource Discretion Rene M. Bakker, Bart Cambre and Keith G. Provan 9. Turning a Negative into a Positive: How Innovation Management Moderates the Negative Impact of TO Complexity on the Effectiveness of Innovative Interorganizational Temporary Collaborations Leon A.G.Oerlemans and Marius T.H. Meeus Conclusion: Towards an Integrated View of Temporary Organizations: Future Research Agenda and Managerial Implications Patrick N. Kenis, Martyna Janowicz-Panjaitan and Bart Cambre Index

Bart Cambré

Papers

Combining structure, governance and context: A configurational approach to network effectiveness

Managing the project learning paradox: A set-theoretic approach toward project knowledge transfer

Adjustment for Acquiescence in the Assessment of the Construct Equivalence of Likert-Type Score Items

Configurational Theory and Methods in Organizational Research

Temporary organizations: Prevalence, logic and effectiveness