Inspired by empirical studies of networked systems such as the Internet, social networks, and biological networks, researchers have in recent years developed a variety of techniques and models to help us understand or predict the behavior of these systems. Here we review developments in this field, including such concepts as the small-world effect, degree distributions, clustering, network correlations, random graph models, models of network growth and preferential attachment, and dynamical processes taking place on networks.

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The Structure and Function of Complex Networks

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

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)

Cultivating Communities of Practice: A Guide to Managing Knowledge

Observing Interaction: An Introduction to Sequential Analysis, Roger Bakeman, John M. Gottman. Cambridge University Press, Cambridge (1986), ixv, +221. Price £25.00 hardback, £7.95 paperback

The communicative constitution of organizations: A framework for explanation

Scholars increasingly theorize about the power of communication to organize and structure social collectives. However, two factors threaten to impede research on these theories: limitations in the scope and range of existing methods for studying complex systems of communication and the large volume of communication produced by even small collectives. Centering resonance analysis (CRA) is a new text analysis method that has broad scope and range and can be applied to large quantities of written text and transcribed conversation. It identifies discursively important words and represents these as a network, then uses structural properties of the network to index word importance. CRA networks can be directly visualized and can be scored for resonance with other networks to support a number of spatial analysis methods. Following a critique of existing methodologies, this paper describes the theoretical basis and operational details of CRA, describes its advantages relative to other techniques, demonstrates its face validity and representational validity, and demonstrates its utility in modeling organizational knowledge. The conclusion argues for its applicability in several organizational research contexts before describing its potential for use in a broader range of applications, including media content analysis, conversation analysis, computer simulations, and models of communication systems.

Studying Complex Discursive Systems: Centering Resonance Analysis of Communication.

The idea of the communicative constitution of organizations (CCO) has gained considerable attention in organizational communication studies. This rather heterogeneous theoretical endeavor is driven by three main schools of thought: the Montreal School of Organizational Communication, the Four-Flows Model (based on Giddens’s Structuration Theory), and Luhmann’s Theory of Social Systems. In this article, we let proponents of all three schools directly speak to each other in form of an interactive dialogue that is structured around guiding questions addressing the epistemological, ontological, and methodological dimension of CCO as a theoretical paradigm. Based on this dialogue, we systematically compare the three schools of CCO thinking and identify common grounds as well as key differences.

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Robert D. McPhee

Papers

The communicative constitution of organizations: A framework for explanation

Studying Complex Discursive Systems: Centering Resonance Analysis of Communication.

The Three Schools of CCO Thinking: Interactive Dialogue and Systematic Comparison

Knowledge Management in Communities of Practice Being True to the Communicative Character of Knowledge

The structuration of group decisions.