Paul DiMaggio

Bio: Paul DiMaggio is an academic researcher from New York University. The author has contributed to research in topics: The arts & Cultural capital. The author has an hindex of 52, co-authored 156 publications receiving 75860 citations. Previous affiliations of Paul DiMaggio include Yale University & Boston University.

Socially Embedded Consumer Transactions: For What Kinds of Purchases Do People Most Often Use Networks?

Abstract: Why and to what extent do people make significant purchases from people with whom they have prior noncommercial relationships? Using data from the economic sociology module of the 1996 General Social Survey, we document high levels of within-network exchanges. We argue that transacting with social contacts is effective because it embeds commercial exchanges in a web of obligations and holds the seller's network hostage to appropriate role performance in the economic transaction. It follows that within-network exchanges will be more common in risky transactions that are unlikely to be repeated and in which uncertainty is high. The data support this view. Self-reports about major purchases are consistent with the expectation that exchange frequency reduces the extent of within-network exchanges. Responses to questions about preferences for in-group exchanges support the argument that uncertainty about product and performance quality leads people to prefer sellers with whom they have noncommercial ties. Moreover, people prefer to avoid selling to social contacts under the same conditions that lead buyers to seek such transactions; and people who transact with friends and relatives report greater satisfaction with the results than do people who transact with strangers, especially for risk-laden exchanges.

Network Effects and Social Inequality

Abstract: Students of social inequality have noted the presence of mechanisms militating toward cumulative advantage and increasing inequality. Social scientists have established that individuals' choices are influenced by those of their network peers in many social domains. We suggest that the ubiquity of network effects and tendencies toward cumulative advantage are related. Inequality is exacerbated when effects of individual differences are multiplied by social networks: when persons must decide whether to adopt beneficial practices; when network externalities, social learning, or normative pressures influence adoption decisions; and when networks are homophilous with respect to individual characteristics that predict such decisions. We review evidence from literatures on network effects on technology, labor markets, education, demography, and health; identify several mechanisms through which networks may generate higher levels of inequality than one would expect based on differences in initial endowments alone...

Comment on "What Theory is Not."

Abstract: ? 1995 by Cornell University. 0001 -8392/95/4003-0391/$1 .00. Sutton and Staw display an unerring eye for the dodges we authors use as substitutes for theory. But these ruses are easier to acknowledge than to do without. Why is this the case? Sutton and Staw suggest that the problem lies in a combination of education (social science faculty don't train our students adequately in theory construction) and talent (not enough of us have that ineffable something that makes a good theorist). Without denying the importance of these factors, especially the first, I would suggest that three additional issues render the problem of theory even more complicated than Sutton and Staw suggest.

Social class and arts consumption

Abstract: The last decade has witnessed a burgeoning of American high culture. The number of museums and theaters has increased, the number of orchestras, opera companies, and dance companies has skyrocketed, and attendance at all of them is up.1 Ironically, however, the upsurge in public enthusiasm has been accompanied by financial tension. Earnings from admission and ticket prices have risen far less quickly than expenses, traditional patrons have been unable or unwilling to bridge the gap, and inherently labor-intensive production systems, inflation, energy costs, urban fiscal crises, and constraints on ticket and admission fees promise to make the situation worse.2 The effect of this fiscal malaise has been to involve the government federal, state, and municipal in American high culture to a degree unprecedented in this country. In twelve years the National Endowment for the Arts' budget has grown from $3 million to $96 million, the number of state arts agencies has increased from 18 to 55, and the number of local arts councils has expanded from 175 to 900.3

The iron cage revisited institutional isomorphism and collective rationality in organizational fields

Abstract: 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.

Managing Legitimacy: Strategic and Institutional Approaches

Abstract: 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.

Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts

Abstract: Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.

Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness

Abstract: This chapter aims to develop one of perhaps multiple specifications of embeddedness, a concept that has been used to refer broadly to the contingent nature of economic action with respect to cognition, social structure, institutions, and culture. Research on embeddedness is an exciting area in sociology and economics because it advances understanding of how social structure affects economic life. The chapter addresses propositions about the operation and outcomes of interfirm networks that are guided implicitly by ceteris paribus assumptions. While economies of time due to embeddedness have obvious benefits for the individual firm, they also have important implications for allocative efficiency and the determination of prices. Under the conditions, social processes that increase integration combine with resource dependency problems to increase the vulnerability of networked organizations. The level of investment in an economy promotes positive changes in productivity, standards of living, mobility, and wealth generation.

Strategic responses to institutional processes

Abstract: This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures.