Locating the 17th Book of Giddens@@@The Constitution of Society: Outline of the Theory of Structuration.
TL;DR: Giddens as mentioned in this paper has been in the forefront of developments in social theory for the past decade and outlines the distinctive position he has evolved during that period and offers a full statement of a major new perspective in social thought, a synthesis and elaboration of ideas touched on in previous works but described here for the first time in an integrated and comprehensive form.
Abstract: Anthony Giddens has been in the forefront of developments in social theory for the past decade. In "The Constitution of Society" he outlines the distinctive position he has evolved during that period and offers a full statement of a major new perspective in social thought, a synthesis and elaboration of ideas touched on in previous works but described here for the first time in an integrated and comprehensive form. A particular feature is Giddens' concern to connect abstract problems of theory to an interpretation of the nature of empirical method in the social sciences. In presenting his own ideas, Giddens mounts a critical attack on some of the more orthodox sociological views. "The Constitution of Society" is an invaluable reference book for all those concerned with the basic issues in contemporary social theory.
Citations
More filters
TL;DR: In this article, a series of innovative theoretical frameworks are provided interrelating companies and their value (supply) chains with legitimacy, reputation, and branding which are essential conditions to achieve sustainability and competitive advantage based on dyadic and social context consonance to the benefit of society and all stakeholders involved.
154 citations
Cites background from "Locating the 17th Book of Giddens@@..."
...mutual adaptation of social actors' respective activities (Giddens, 1984)....
[...]
TL;DR: The purpose of the paper is to demonstrate the usefulness of system dynamics as a structural theory for operations management and system dynamics models as content theories in operations management.
Abstract: The purpose of the paper is to demonstrate the usefulness of (1) system dynamics as a structural theory for operations management and (2) system dynamics models as content theories in operations management. The key findings are that, although feedback loops, accumulation processes, and delays exist and are widespread in operations management, often these phenomena are ignored completely or not considered appropriately. Hence, it is reasoned why system dynamics is well suited as an approach for many operations management studies, and it is shown how system dynamics theory can be used to explain, analyze, and understand such phenomena in operations management. The discussion is based on a literature review and on conceptual considerations, with examples of operations management studies based on system dynamics. Implications of using this theory include the necessary re-framing of some operations management issues and the extension of empirical studies by dynamic modeling and simulation. The value of the paper lies in the conceptualization of the link between system dynamics and operations management, which is discussed on the level of theory.
154 citations
TL;DR: In this paper, a stylized three-cycle model highlighting the institutional nature of social innovation efforts is introduced, which conceptualizes social innovation processes as the product of agentic, relational, and situated dynamics in three interrelated cycles that operate at the micro, meso, and macro levels of analysis.
Abstract: Social innovations are urgently needed as we confront complex social problems. As these social problems feature substantial interdependencies among multiple systems and actors, developing and implementing innovative solutions involve the re-negotiating of settled institutions or the building of new ones. In this introductory article, we introduce a stylized three-cycle model highlighting the institutional nature of social innovation efforts. The model conceptualizes social innovation processes as the product of agentic, relational, and situated dynamics in three interrelated cycles that operate at the micro, meso, and macro levels of analysis. The five papers included in this special issue address one or more of these cycles. We draw on these papers and the model to stimulate and offer guidance to future conversations on social innovations from an institutional theory perspective.
153 citations
Cites background from "Locating the 17th Book of Giddens@@..."
...Their efforts then are more likely to replicate, with limited variance, the world that surrounds them, than to change it in any radical way (Giddens, 1984)....
[...]
TL;DR: This paper articulates a potential raison d'etre for hierarchy, and considers the conditions that allow it to play its role to the full, and extends Cyert and March's work by considering the role of organizational structure and hierarchy in shaping search behavior and defining how problems are framed.
Abstract: This paper examines how Greece nearly went to war with Turkey in 1996 over the uninhabited islets of Imia, to the detriment of the Greek decision makers involved. This escalation was driven by fragmented, piecemeal reactions resulting from the organizational structure of the Greek administration, which shaped identities, defined repertoires of action, sustained routines, and filtered and interpreted information. The division of labor inevitably imposed local responses that were not well calibrated. More importantly, the escalation was driven by a lack of hierarchical intervention, which was due to the conditions at the time. Drawing on this case as a natural experiment, the paper highlights the threefold role of hierarchy, which consists of devising means to structure attention and identify how problems are perceived and responded to; control and rein in routinized responses through exception management in the realm of actions; and helping to reframe problems by performing exception management at the level of cognition. In our case study, the hierarchy failed resulting in the issue being poorly framed, responses being local and disaggregated, and each partial reaction worsening the problem, leading to an escalation. This paper articulates a potential raison d'etre for hierarchy, and considers the conditions that allow it to play its role to the full. Moving beyond the specifics of the case, the paper extends Cyert and March's work by considering the role of organizational structure and hierarchy in shaping search behavior and defining how problems are framed, and by providing a dynamic conception of organizational design. Implications for theory and practice are discussed.
153 citations
References
More filters