자연주의적 탐구조사(Naturalistic Inquiry)

This paper answers the question, "Why do organizations process information?" Uncertainty and equivocality are defined as two forces that influence information processing in organizations. Organization structure and internal systems determine both the amount and richness of information provided to managers. Models are proposed that show how organizations can be designed to meet the information needs of technology, interdepartmental relations, and the environment. One implication for managers is that a major problem is lack of clarity, not lack of data. The models indicate how organizations can be designed to provide information mechanisms to both reduce uncertainty and resolve equivocality.

https://www.jstor.org/stable/pdfplus/2631846.pdf

Organizational information requirements, media richness and structural design

Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also significant learning and innovation generated in the informal communities-of-practice in which they work. By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three.

/pdf/organizational-learning-and-communities-of-practice-toward-a-5d5ay5q3oh.pdf

Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation

This paper differs from previous examinations of organizational learning in that it is broader in scope and more evaluative of the literatures. Four constructs related to organizational learning knowledge acquisition, information distribution, information interpretation, and organizational memory are articulated, and the literatures related to each are described and critiqued.

The literature on knowledge acquisition is voluminous and multi-faceted, and so the knowledge acquisition construct is portrayed here as consisting of five subconstructs or subprocesses: 1 drawing on knowledge available at the organization's birth, 2 learning from experience, 3 learning by observing other organizations, 4 grafting on to itself components that possess knowledge needed but not possessed by the organization, and 5 noticing or searching for information about the organization's environment and performance. Examination of the related literatures indicates that much has been learned about learning from experience, but also that there is a lack of cumulative work and a lack of integration of work from different research groups. Similarly, much has been learned about organizational search, but there is a lack of conceptual work, and there is a lack of both cumulative work and syntheses with which to create a more mature literature. Congenital learning, vicarious learning, and grafting are information acquisition subprocesses about which relatively little has been learned.

The literature concerning information distribution is rich and mature, but an aspect of information distribution that is central to an organization's benefitting from its learning, namely how units that possess information and units that need this information can find each other quickly and with a high likelihood, is unexplored. Information interpretation, as an organizational process, rather than an individual process, requires empirical work for further advancement. Organizational memory is much in need of systematic investigation, particularly by those whose special concerns are improving organizational learning and decision making.

https://www.jstor.org/stable/pdfplus/2634941.pdf

Organizational Learning: The Contributing Processes and the Literatures

‘The Production of Space’, in: Frans Jacobi, Imagine, Space Poetry, Copenhagen, 1996, unpaginated.

The Production of Space

Handbook of Organizational Communication.

A poststructuralist feminist reading of Herbert Simon's construct, bounded rationality, is prevented in this article. Following from this notion. It is maintained that even though bounded rationality provides a modified critique of “pure” rationality, this concept is grounded in male-centered assumptions that exclude alternative modes of organizing. Through a feminist deconstructive process, bounded emotionality is Introduced as an alternative organizing construct. The premises, conditions of organizing, and implications of this alternative are discussed and illustrated. Finally, theorists are urged to move beyond the traditional dichotomy between rationality and emotionality. In order to question the assumptions that underlie traditional constructs and to create new grounds for future theoretical activities.

The Politics of Emotion: A Feminist Reading of Bounded Rationality

PART ONE: THEORETICAL ISSUES Editors' Overview Communication Theory and Organizational Communication - Kathleen J Krone, Fredric M Jablin and Linda L Putnam Multiple Perspectives Evolving Perspectives in Organization Theory - Nancy Euske and Karlene H Roberts Communication Implications Translating Organizational Theory - Phillip K Tompkins Symbolism Over Substance Theorizing About Organizational Communication - Karl E Weick PART TWO: CONTEXT: INTERNAL AND EXTERNAL ENVIRONMENTS Editors' Overview Information Environments - George P Huber and Richard L Daft Corporate Discourse - George Cheney and Steven L Vibbert Public Relations and Issue Management Communication Climate in Organizations - Raymond L Falcione, Lyle Sussman and Richard Herden Organizational Culture - Linda Smircich and Marta B Calas A Critical Assessment Cross-Cultural Perspectives - Harry C Triandis and Rosita D Albert PART THREE: STRUCTURE: PATTERNS OF ORGANIZATIONAL RELATIONSHIPS Editors' Overview Emergent Communication Networks - Peter M Monge and Eric M Eisenberg Superior-Subordinate Communication - Fred Dansereau and Steven E Markham Multiple Levels of Analysis Formal Organization Structure - Fredric M Jablin Information Technologies - Mary J Culnan and M Lynne Markus PART FOUR: PROCESS: COMMUNICATION BEHAVIOR IN ORGANIZATIONS Editors' Overview Message and Message Exchange Processes - Cynthia Stohl and W Charles Redding Power, Politics and Influence - Peter J Frost Conflict and Negotiation - Linda L Putnam and Marshall Scott Poole Message Flow and Decision-Making - Charles O'Reilly, Jennifer Chatman and John C Anderson Feedback, Motivation and Performance - Louis P Cusella Organizational Entry, Assimilation, and Exit - Fredric M Jablin

Handbook of Organizational Communication: An Interdisciplinary Perspective

Introduction - David Grant et al Organizational Discourse: Exploring the Field PART ONE: DOMAINS OF DISCOURSE Dialogue - Kenneth J Gergen, Mary M Gergen and Frank J Barrett Life and Death of the Organization Narratives, Stories and Texts - Yiannis Gabriel Corporate Rhetoric as Organizational Discourse - George Cheney et al Tropes, Discourse and Organizing - Cliff Oswick, Linda L Putnam and Tom Keenoy PART TWO: METHODS AND PERSPECTIVES Organizational Language in Use - Gail T Fairhurst and Fran[ce]cois Cooren Interaction Analysis, Conversation Analysis and Speech Act Schematics Discourse and Identities - Susan Ainsworth and Cynthia Hardy Interpretivist Approaches to Organizational Discourse - Loizos Th. Heracleous Multi-Levelled, Multi-Method Approaches to Organizational Discourse - Kirsten Broadfoot, Stanley Deetz and Donald Anderson Doing Research in Organizational Discourse - Craig Prichard, Deborah Jones and Ralph Stablein The Importance of Researcher Context Discourse, Power and Ideology - Dennis K Mumby Unpacking the Critical Approach Deconstructing Discourse - Martin Kilduff and Mihaela Kelemen PART THREE: DISCOURSES AND ORGANIZING Gender, Discourse and Organization - Karen Lee Ashcraft Framing a Shifting Relationship Discourse and Power - Cynthia Hardy and Nelson Phillips Organizational Culture and Discourse - Mats Alvesson Tools, Technologies and Organizational Interaction - Christian Heath, Paul Luff and Hubert Knoblauch The Emergence of Workplace Studies Organizational Discourse and New Media - Pablo J Boczkowski and Wanda J Orlikowski A Practice Perspective The Discourse of Globalization and the Globalization of Discourse - Norman Fairclough and Pete Thomas PART FOUR: REFLECTIONS - Barbara Czarniawska, Karl E Weick and Mike Reed Turning to Discourse - Barbara Czarniawska A Bias for Conversation - Karl E Weick Acting Discursively in Organizations Getting Real about Organizational Discourse - Mike Reed

The SAGE Handbook of Organizational Discourse

This article presents a constitutive approach to the study of organizational contradictions, dialectics, paradoxes, and tensions. In particular, it highlights five constitutive dimensions (i.e., discourse, developmental actions, socio-historical conditions, presence in multiples, and praxis) that appear across the literature in five metatheoretical traditions—process-based systems, structuration, critical, postmodern, and relational dialectics. In exploring these dimensions, it defines and distinguishes among key constructs, links research to process outcomes, and sets forth a typology of alternative ways of responding to organizational tensions. It concludes by challenging researchers to sharpen their focus on time in process studies, privilege emotion in relation to rationality, and explore the dialectic between order and disorder.

Linda L. Putnam

Papers

Handbook of Organizational Communication.

The Politics of Emotion: A Feminist Reading of Bounded Rationality

Handbook of Organizational Communication: An Interdisciplinary Perspective

The SAGE Handbook of Organizational Discourse

Contradictions, Dialectics, and Paradoxes in Organizations: A Constitutive Approach†