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)

Organizational Behaviour - I

This book provides an excellent and elegant analysis of the field of human resource management. While the title implies that it is only about the relationship of human resource management to organi...

Strategy and human resource management

The application of autopoiesis to law has developed from Luhmann’s work on social autopoiesis, described in Chapter 8. As we saw, he analyzed society into a number of different functional subsystems, each based on a particular mode of communication. One of these was law. Luhmann had developed a sociology of law, published in 1972 as Rechtssoziologie, before he utilized autopoiesis. An English translation appeared in 1985 (A Sociological Theory of Law), and this contained an extra chapter incorporating the basic notions of autopoiesis. Since then Luhmann has written further papers (1985c, 1987b, 1987c, 1989, 1992a, b); the idea has been taken up especially by Teubner (1984, 1987b, 1987c, 1989, 1990, 1993) and has generated a good deal of controversy (Teubner 1987a; Cardozo Law Review 13(5), 1992; Amselek and Mac-Cormick, 1991) within law. Teubner has applied it to the problems of legal regulation (1985, 1987d), Power (1994) to accounting and the environment, and King and Piper (1990) have explored this characterization of law in a book about how the law “thinks” about children.

Law as an Autopoietic System

The emotional labour of nursing

This study aimed to conceptualize the formation of organizational structures from the constructionist perspective. Avoiding the extremisms in equilibrium- and processbased
theories, it adopts a recursivity-based approach, and draws most of its theoretical foundation from autopoietic systems theory. This study finds that organizations possess a "system organization,” formed through the shared sense of their actors and a “structural configuration,” which is founded on this shared sense. Based on the shared sense, this structural configuration is shaped by both formal organizational architecture and the temporal and contextual interactive processes of organizational actors. It suggests that organizational structures are unique constructions, subject to temporal and contextual variation.

/pdf/the-construction-of-organizational-structure-connections-1o1yv7ptek.pdf

The Construction of Organizational Structure : Connections with Autopoietic Systems Theory

Article history: Received March 5, 2015 Received in revised format August 16 2015 Accepted October 13 2015 Available online October 15 2015 This study examines the emotional intelligence (EI) of nurses by differentiating inter-personal and intra-personal dimensions, and explores the measures taken by them to maintain emotional stability. Further, it investigates the relationship of demographic factors (age, gender and year of experience) of nurses with their emotional stability. The case organization is a well performing private hospital located closer to the metropolitan city. Study collects data through both quantitative (survey) and qualitative means (discussion, observation, and interviews) using a sample of 40 nurses selected conveniently from different ranks. The study finds that the level of EI of nurses in case hospital is slightly high, and their inter-personal skills are higher than intra-personal skills. They maintain emotional stability by means of emotion gaps, emotional shifts and sharing. Findings suggest that both inter-personal and intra-personal dimensions of EI will not be equally important for nurses in dealing with patients, and the level of EI required in the job is not equal among different ranks of nurses. Growing Science Ltd. All rights reserved. 5 © 201

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Strategies for maintaining emotional stability: The case of nurses in private health care industry

Non-conventional models of career : implications for human resource strategies for post-war Sri Lankan organizations

This study is based on the understanding that the competitive job requirements of organisations, social trends demanding loosely bound careers, and the resulting challenges for mentors in developing careers with their proteges suggest a constructive nature of mentor-protege relationships for organisations in the future. The premise was that the resulting careers in organisations are constructions with shared contributions from both a mentor and a protege.

The role of mentoring in career construction

Scholars highlight the lack of preparations for unexpected shocks of employment and human resources all over the world, while stressing its possible adverse impacts on work organizations, employees and the economy. Given the prevailing COVID-19 pandemic threat and the dearth of clear findings on how human resource (HR) departments and the HR professionals should encounter a global pandemic, present study aims to examine and inform the basic HR practices to be adopted in a pandemic and prospects for HR professionals in handling such situations. Aim of the study is achieved by reviewing past research findings and relevant information which are available on wider media. Findings suggest a typology of HR practices identified with ‘6Cs’ for the successful handling of human resources in organizations in a pandemic. Further, the study finds a cluster of post-pandemic HR practices to be used, mostly for the service sector organizations, when attempting human resources recovery.

/pdf/encountering-covid-19-human-resource-management-hrm-j96wwwedyk.pdf

Kumudinei Dissanayake

Papers

The Construction of Organizational Structure : Connections with Autopoietic Systems Theory

Strategies for maintaining emotional stability: The case of nurses in private health care industry

Non-conventional models of career : implications for human resource strategies for post-war Sri Lankan organizations

The role of mentoring in career construction

Encountering COVID-19: Human Resource Management (HRM) Practices in a Pandemic Crisis