Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and i...

https://www.jstor.org/stable/pdf/2778293.pdf

Institutionalized Organizations: Formal Structure as Myth and Ceremony

Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces...

https://www.jstor.org/stable/pdfplus/259373.pdf

Social Capital, Intellectual Capital, and the Organizational Advantage

This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.

https://www.jstor.org/stable/pdf/258788.pdf

Managing Legitimacy: Strategic and Institutional Approaches

Despite the very extensive literature on dropout from higher education, much remains unknown about the nature of the dropout process. In large measure, the failure of past research to delineate more clearly the multiple characteristics of dropout can be traced to two major shortcomings; namely, inadequate attention given to questions of definition and to the development of theoretical models that seek to explain, not simply to describe, the processes that bring individuals to leave institutions of higher education.

https://www.jstor.org/stable/pdfplus/1170024.pdf

Dropout from Higher Education: A Theoretical Synthesis of Recent Research

Summary Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.4030130202

Alumni and their alma mater: A partial test of the reformulated model of organizational identification

Chapter and section headings: List of Tables. Acknowledgments. Introduction. Pathways of Transformation. Entrepreneurial Pathways of University Transformation. Case Studies of European Innovative Universities. The Warwick Way: Transformation in an English Research University. The Twente Response: Construction of a Dutch Entrepreneurial University. The Strathclyde Phenomenon: Organizational Assertion of Useful Learning in Scotland. The Chalmers Thrust: Entrepreneurial Autonomy in the Swedish University System. The Joensuu Reform: Piloting Decentralized Control in Finnish Universities. University Transformation. The Problem of University Transformation. References. Index.

Creating entrepreneurial universities : organizational pathways of transformation

How can we compare national systems of higher education, since their organization varies from country to country? Clark identifies the basic elements common to all such systems, and proceeds to thematic comparisons among a number of countries.

https://www.jstor.org/stable/info/1502793

The higher education system : academic organization in cross-national perspective

The wide gap found in many democratic institutions between culturally encouraged aspiration and institutionally provided means of achievement leads to the failure of many participants. Such a situation exists in American higher education. Certain social units ameliorate the consequent stress by redefining failure and providing for a "soft" denial; they perform a "coolign-out" function. The junior college especially plays this role. The cooling-out process observed in one college includes features likely to be found in other settings: substitute achievement, gradual disengagement, denial, consolation, and avoidance of standards.

The "Cooling-Out" Function in Higher Education

The Higher Education System: Academic Organization in Cross-National Perspective

An organizational saga is a collective understanding of a unique accomplishment based on historical exploits of a formal organization, offering strong normative bonds within and outside the organization. Believers give loyalty to the organization and take pride and identity from it. A saga begins as strong purpose, introduced by a man (or small group) with a mission, and is fulfilled as it is embodied in organizational practices and the values of dominant organizational cadres, usually taking decades to develop. Examples of the initiation and fulfillment of sagas in academic organizations are presented from research on Antioch, Reed, and Swarthmore.1

https://www.jstor.org/stable/info/2393952

Burton R. Clark

Papers

Creating entrepreneurial universities : organizational pathways of transformation

The higher education system : academic organization in cross-national perspective

The "Cooling-Out" Function in Higher Education

The Higher Education System: Academic Organization in Cross-National Perspective

The Organizational Saga in Higher Education.