This document is located at:
http://www.hrmgt.com/mgt4000.htm
Organizations
& Environment
Mgt 4000 Course
syllabus
Spring 2003
Edward H. Hernandez,
Ph.D
Associate Professor
Department of Management, Operations and Marketing
Office: Room P234D 209-667-3752 / 209-669-9670
eh@hrmgt.com
This course is about the
relationship between organizations and their environments.
This class is a seminar style class
for the field of organizations and their environments. The difference between
traditional lecture/survey classes and seminars is that you can get a more
intensive focus on important topics. In general, with survey classes you often
get a sampling of everything, with little emphasis on any one topic. This class
will try, as much as possible, to give you information in as many topics as
possible. However, I will try to emphasize the following:
- Organizational
design
- Organizational
competitiveness
- Organization
Theory
- Organizational
change and the influence organizations have on their environments.. and visa
versa
- Marketing,
PR, advertising
- Accounting
and organizations
- External
control of organizational behavior
- Managing
in the 21st century economy
- E-Commerce
and E-Business
- Organizational
learning and knowledge transfer
- Organizational
innovation
- Organizational
change and adaptation
- Theories:
population ecology, stakeholder theory, resource dependency,
strategic choice
In the US, 80% of the people were self-employed in the
early 1800s, however, by 1870 only 33% were self-employed, by 1940 only 20% and
after 1970 only 10%. Capitalism became the age of the larger corporate
bureaucracy. Max Weber read his times and saw how entrepreneurial capitalists
had to choose between transforming their fledgling enterprises bureaucratic, or
charismatic organizations. He advocated bureaucracy as the most rational choice
for the capitalist, entrepreneur. Emile Durkheim saw the bureaucratic division
of labor as liberating human potential from primitive conditions of feudal
enterprise. Karl Marx saw a chance to liberate labor from the classism he saw in
capitalism. Frederick Taylor sought to constrain labor in the machine system of
bureaucracy. Hammer (reengineering guru) carried on Taylor's work by hardwiring
the division of labor to become even more bureaucratic than Adam Smith or Max
Weber had envisioned. Through it all, bureaucracy, with its penchant for
hierarchy, silo politics, and mechanistic efficiency-maximization (performativity),
is still the most dominant form of organization. Try as we might to come up with
alternative ways of organizing, bureaucracy is everywhere.
Organizations are complex. They
exist for the simple reason that groups of people can accomplish more than
individuals working alone. These complexities of collective social action
give rise to the need for effective management and leadership. While few would
dispute that the modern organization presents many paradoxical challenges such
as (1) creating meaningful learning communities while at the same time
downsizing or shifting operations to another country, (2) moving to a
team-oriented, empowered organization under the top-down command of a strong
leader; or (3) building organizational capabilities for long run success while
facing intense competitive pressures for immediate improvement in financial
performance, there is little agreement about how to resolve and transcend these
problems.
Systems thinking, double-loop
learning, and chaos theory present a sampling of the ways in which
organizational theorists and participants have attempted to meet the challenges.
In each of these processes an implicit perspective of organizational life has
been adopted.
The purpose of this course is to
increase our understanding of these complexities and to gain greater agility in
finding proactive ways of meeting the challenges they present. The course
is built around many disciplines that specialize in studying organizations.
There may be a unique focus on the two big disciplines: organizational
behavior and organization theory. Organizational behavior explores the
behavior, attitudes, and performance of people in organizations. It covers
numerous topics like perception, attribution, motivation, communication, and
leadership. These themes do not have one generally accepted and logical
developmental sequence. Organizational theory, on the other hand, focuses
on the key contextual variables that upper level management needs to keep in
mind. These include well-defined goals; congruency with the external
environment; and appropriate culture, technology, structure and design.
This is a very interesting class!...and very high in intensity. It is
historically very popular. Obsession
for leading-edge knowledge will be what drives this course.
This course is characterized as:
- Only
recent information is used; while I sometimes use classic articles I do not
find them as interesting and practical
- Flexibility
in design
- You
will notice that the in-class exercises and lectures are quite different
than the majority.
- Highly
interactive with simulations and live exercises
- Avoidance
of traditional out-of-date textbook information
- Interactive
with the internet
Overview
and goals
No organization is an island unto
itself. All organizations - large or small, business or non-profit - operate
within environments, which simultaneously stimulate and constrain their
structure and actions. These environments are comprised of other organizations,
such as customers, suppliers, competitors, and regulatory agencies, and
encompass different political, economic, social, cultural and technological
forces that affect organizations.
The goals of the course are:
1.
To explore the basic concepts
and perspectives on organizations
2.
To introduce social science
theories on relationships between organizations and environments
3.
To apply these theories to the
analysis of organizational actions in the real world
4.
To provide a multi-dimensional
perspective of the variables faced in the strategic
management of organizational life.
5.
To practice the art of reading
organizational situations with various scenarios in mind while suspending
immediate judgements until a more comprehensive view of the situation emerges.
6.
To show how these ideas can
serve as practical tools for analysis and management of successful
organizational situations.
What is an Organization?
- "A
group of persons with a common objective" (Neoclassical)
- "A
structured process in which individuals interact for objectives"
(Hicks, Management of Organizations, p.23)
- "A
structure of relationships, power, objectives, roles, activities,
communications and other factors that exist when persons work together"
(Classical amalgamism)
- "A
dynamic social system of cooperative interactions with the purpose of
satisfying individual needs" (Chaster Barnard, 1938; = transition
between neoclassical and modern; accommodating formal and informal aspects
of organizations)
- "A
set of social relations deliberately created, with the explicit intention of
continuously accomplishing some specific goals or purposes" (Stinchcombe,
in J.March, ed., Handbook of Organizations, 1964, p.142.)
- "A
system of structural interpersonal relations ... (within which) ...
individuals are differentiated in terms of authority, status, and role with
the result that personal interaction is prescribed... Anticipated reactions
tend to occur, while ambiguity and spontaneity are decreased" (R.V.
Presthus)
- "A
system consisting generally of inputs, process, outputs, feedback, and
environment" (Norbert Wiener's cybernetic interpretation of
organization)
- "A
set of interlocked activities under unified control" (Pfeffer &
Salancik)
- "Every
organized human activity -- from the making of pots to the placing of a man
on the moon -- gives rise to two fundamental and opposing requirements: The division
of labor into various tasks to be performed, and the coordination
of these tasks to accomplish the activity" (Mintzberg, 1983)
- "The
most effective organizations achieve a degree of differentiation and integration
in organizational boundary-spanning functions which is compatible with
environmental demands" (Lawrence & Lorsch, 1967)
- "Formal
organization: "The goals to be achieved, the rules the members of the
organization are expected to follow, and the status structure that defines
the relations between them have not been spontaneously emerged in the course
of social interaction but have been consciously designed a priori to
anticipate and guide interaction and activities" (Blau & Scott,
Formal Organization, 1962, p.5)
- "One
characteristic which distinguishes organizations from other collections of
people is a commitment to achieving members' goals by means of an explicit
and stable structure of task allocations, roles, and responsibilities. Mobs
and informal groups are not organizations. Social and service clubs, like
Rotary and Kiwanis, are organizations only part of the time. However, as
long as one is concerned with organizational behavior and not with social
behavior in general, one should emphasize the modes of behavior in which
organizations specialize" (W.H. Starbuck, 1965)
- "Different
types of organizational structure are suitable for particular environmental
conditions. An organization with well-defined tasks and a rigidly
hierarchical system of decision-taking is argued to be appropriate for
stable environmental conditions. Where the environment is changing, an
organic form of organizational structure is deemed more appropriate, in
which tasks are flexibly defined and participants cooperate on the basis of
expertise and not on hierarchical positions" (=contingency view; Burns
and Stalker, 1961)
This course is about the
relationship between organizations and their environments.
This class is a seminar style class
for the field of organizations and their environments. The difference between
traditional lecture/survey classes and seminars is that you can get a more
intensive focus on important topics. In general, with survey classes you often
get a sampling of everything, with little emphasis on any one topic. This class
will try, as much as possible, to give you information in as many topics as
possible. However, I will try to emphasize the following:
- Organizational design
- Organizational competitiveness
- Organization Theory
- Organizational change and the influence organizations have on
their environments.. and visa versa
- Marketing, PR, advertising
- Accounting and
organizations
- External control of organizational behavior
- Managing in the 21st century economy
- E-Commerce and E-Business
- Organizational learning
and knowledge transfer
- Organizational
innovation
- Organizational change
and adaptation
- Theories: population ecology, stakeholder
theory, resource dependency, strategic choice
In the US, 80% of the people were self-employed in the
early 1800s, however, by 1870 only 33% were self-employed, by 1940 only 20% and
after 1970 only 10%. Capitalism became the age of the larger corporate
bureaucracy. Max Weber read his times and saw how entrepreneurial capitalists
had to choose between transforming their fledgling enterprises bureaucratic, or
charismatic organizations. He advocated bureaucracy as the most rational choice
for the capitalist, entrepreneur. Emile Durkheim saw the bureaucratic division
of labor as liberating human potential from primitive conditions of feudal
enterprise. Karl Marx saw a chance to liberate labor from the classism he saw
in capitalism. Frederick Taylor sought to constrain labor in the machine system
of bureaucracy. Hammer (reengineering guru) carried on Taylor's work by
hardwiring the division of labor to become even more bureaucratic than Adam
Smith or Max Weber had envisioned. Through it all, bureaucracy, with its
penchant for hierarchy, silo politics, and mechanistic efficiency-maximization
(performativity), is still the most dominant form of organization. Try as we
might to come up with alternative ways of organizing, bureaucracy is
everywhere.
Organizations are complex. They
exist for the simple reason that groups of people can accomplish more than
individuals working alone. These complexities of collective social action
give rise to the need for effective management and leadership. While few would
dispute that the modern organization presents many paradoxical challenges such
as (1) creating meaningful learning communities while at the same time
downsizing or shifting operations to another country, (2) moving to a
team-oriented, empowered organization under the top-down command of a strong
leader; or (3) building organizational capabilities for long run success while
facing intense competitive pressures for immediate improvement in financial
performance, there is little agreement about how to resolve and transcend these
problems.
Systems thinking, double-loop
learning, and chaos theory present a sampling of the ways in which organizational
theorists and participants have attempted to meet the challenges. In each
of these processes an implicit perspective of organizational life has been
adopted.
The purpose of this course is to
increase our understanding of these complexities and to gain greater agility in
finding proactive ways of meeting the challenges they present. The course
is built around many disciplines that specialize in studying
organizations. There may be a unique
focus on the two big disciplines: organizational behavior and organization
theory. Organizational behavior explores the behavior, attitudes, and
performance of people in organizations. It covers numerous topics like
perception, attribution, motivation, communication, and leadership. These
themes do not have one generally accepted and logical developmental
sequence. Organizational theory, on the other hand, focuses on the key
contextual variables that upper level management needs to keep in mind.
These include well-defined goals; congruency with the external environment; and
appropriate culture, technology, structure and design.
This is a very interesting class!...and very high in intensity. It is
historically very popular. Obsession
for leading-edge knowledge will be what drives this course. This course is characterized as:
- Only recent information is used; while I sometimes use classic
articles I do not find them as interesting and practical
- Flexibility in design
- You will notice that the in-class
exercises and lectures are quite different than the majority.
- Highly interactive with simulations and live exercises
- Avoidance of traditional out-of-date textbook information
- Interactive with the internet
Overview
and goals
No organization is an island unto
itself. All organizations - large or small, business or non-profit - operate
within environments, which simultaneously stimulate and constrain their
structure and actions. These environments are comprised of other organizations,
such as customers, suppliers, competitors, and regulatory agencies, and encompass
different political, economic, social, cultural and technological forces that
affect organizations.
The goals of the course are:
1.
To explore the basic
concepts and perspectives on organizations
2.
To introduce social
science theories on relationships between organizations and environments
3.
To apply these
theories to the analysis of organizational actions in the real world
4.
To provide a
multi-dimensional perspective of the variables faced in the strategic
management of organizational life.
5.
To practice the art of
reading organizational situations with various scenarios in mind
while suspending immediate judgements until a more comprehensive view of
the situation emerges.
6.
To show how these
ideas can serve as practical tools for analysis and management of successful
organizational situations.
What is an Organization?
- "A group of persons
with a common objective" (Neoclassical)
- "A structured process
in which individuals interact for objectives" (Hicks, Management of
Organizations, p.23)
- "A structure of
relationships, power, objectives, roles, activities, communications and
other factors that exist when persons work together" (Classical
amalgamism)
- "A dynamic social
system of cooperative interactions with the purpose of satisfying
individual needs" (Chaster Barnard, 1938; = transition between
neoclassical and modern; accommodating formal and informal aspects of
organizations)
- "A set of social
relations deliberately created, with the explicit intention of
continuously accomplishing some specific goals or purposes"
(Stinchcombe, in J.March, ed., Handbook of Organizations, 1964, p.142.)
- "A system of structural
interpersonal relations ... (within which) ... individuals are
differentiated in terms of authority, status, and role with the result
that personal interaction is prescribed... Anticipated reactions tend to
occur, while ambiguity and spontaneity are decreased" (R.V. Presthus)
- "A system consisting
generally of inputs, process, outputs, feedback, and environment"
(Norbert Wiener's cybernetic interpretation of organization)
- "A set of interlocked
activities under unified control" (Pfeffer & Salancik)
- "Every organized human
activity -- from the making of pots to the placing of a man on the moon --
gives rise to two fundamental and opposing requirements: The division
of labor into various tasks to be performed, and the coordination
of these tasks to accomplish the activity" (Mintzberg, 1983)
- "The most effective
organizations achieve a degree of differentiation and integration
in organizational boundary-spanning functions which is compatible with
environmental demands" (Lawrence & Lorsch, 1967)
- "Formal organization:
"The goals to be achieved, the rules the members of the organization
are expected to follow, and the status structure that defines the relations
between them have not been spontaneously emerged in the course of social
interaction but have been consciously designed a priori to
anticipate and guide interaction and activities" (Blau & Scott,
Formal Organization, 1962, p.5)
- "One characteristic
which distinguishes organizations from other collections of people is a
commitment to achieving members' goals by means of an explicit and stable
structure of task allocations, roles, and responsibilities. Mobs and
informal groups are not organizations. Social and service clubs, like
Rotary and Kiwanis, are organizations only part of the time. However, as
long as one is concerned with organizational behavior and not with social
behavior in general, one should emphasize the modes of behavior in which
organizations specialize" (W.H. Starbuck, 1965)
- "Different types of
organizational structure are suitable for particular environmental
conditions. An organization with well-defined tasks and a rigidly
hierarchical system of decision-taking is argued to be appropriate for
stable environmental conditions. Where the environment is changing, an
organic form of organizational structure is deemed more appropriate, in
which tasks are flexibly defined and participants cooperate on the basis
of expertise and not on hierarchical positions" (=contingency view;
Burns and Stalker, 1961)
Tools for the class
1- CD-ROM - I am distributing a CD-ROM with some
interesting resources. This CD-ROM will
be free if students would be willing to burn their own copies. I charge $10 if I have to copy the CD.
2- DVD/VHS - There will be several DVD’s put in the
library reference center allowing students to view some key lectures at home at
their own convenience. You will be
allowed to check out only one at a time and for 48 hour time spans. These will cover approximately 15 hours of
lecture.
3- Movies - There are several required
movies for viewing
“The American Dream” (2.35 hours) documentary available at most Hollywood
Videos - Documentary showing how a union can use aggressive PR tactics to
threaten a food processing company
Questions: What were the tactics used by the
local union against Hormel?
Why did the tactics fail? What did the company have to fear from the
entire dispute?
What should the union have done to "win" the battle?
“Roger and Me”
documentary (2 hours) -
Legendary film for how GM is faced with humiliating attempts by filmmaker to
interview Roger Smith, CEO of GM.
Available at any movie rental.
Did 'humiliation' work as a strategy to embaress Roger
Smith?
What was the biggest problems facing GM?
What were the tactics used by GM to alter the world's perceptions about them?
Did they work?
”The Culture of Commerce”
(1 hour) – documentary in cultural differences in the way German,
Japanese and American companies compete.
Relationship between government and companies is explored. Available in VHS mode in library.
Describe the strategy used by Germany?
What is the role of government in the German economy?
What is the biggest failing of the 'American way' as described in the video?
What did they fail to mention about the 'American Way' of doing business?
4- Readings (see below)
5- Live Lectures: The following will be the schedule dates for
live lectures:
-
July
19th - Introductory session; explanation of syllabus etc.
7-10 PM
-
July
25th - live lecture - 7-10 PM
-
August
8th - live lecture - 7-10 PM
-
+ one
additional date to be determined
-
I
may also schedule other dates to show the required videos for this class. These
will likely be held at the CSUS main campus OR the 10th street
downtown Modesto location.
COURSE OUTLINE
|
6
|
Marketing Issues and
Organizations
|
|
Emma
Macdonald & Byron Sharp (1996) Management Perceptions of the
Importance of Brand Awareness as an Indication of Advertising Effectiveness,
Marketing Research On-Line, Vol.1, p.1-15.
@BRINT
*Good all around site for business research.
@ResearchInfo *Specific to
marketing research this site contains articles, roundtable discussions, job
posting, calculators and much more.
AllBusiness
*Contains a nice set of how-to articles for conducting market research.
Burwell Enterprises - Information
Brokering *Provides a searchable listing of so called
"information brokerage" industry.
Business
Research Strategies *This site offered by Rutgers University
discusses business research by asking several questions and then providing
links to resources that can help answer the questions.
§
Entrepreneur.com
*Offers a large number of articles, including several that are in-depth, on
how to conduct market research.
§
Online Basic
Search Skills *Article explaining online market research.
§
Quirk's *Offers articles,
research glossary, and searchable source book of over 5,800 research
firm.
§
ResearchBuzz
*Provides articles, search tips and insights for conducting effective
internet searching
All About Public Relations
http://www.text100.com/services/overview.asp
http://www.altmanweil.com/about/articles/archive/article.cfm?ArticleID=97
|
|
|
|
|
|
|
|
7
|
Political Influences
|
|
http://www.personalchoices.org/sections/politics/index.php
http://www.aflcio.org/articles/big_business/outspend.htm
http://www.ocnus.net/artman/publish/article_61.shtml
|
|
8
|
Cultural Influences
|
|
http://udel.edu/~orzada/trends-29.htm
10 Greatest Cultural Influences
of 20th Century
Cultural Factors in Business: An
Incomplete Anthropological ...
http://www.culturalsavvy.com/
|
Homework: You have 4 main assignments.
|
Assignment
|
Description
|
Due Date
|
Weight %
|
|
“In search of excellence” rewrite
|
You must get the book “In
search of excellence”. You must
read it and rewrite the book to apply to 2002. The original book is over 20 years old now and was the most
influence business book in history. I
want you to create a short, outlined version of a book including the new
characteristics that YOU identify for excellent companies in the year 2002.
This is an INDIVIDUAL project.
|
End of this class
|
25%
|
|
Stock
Market Challenge
|
You will compete against me and
your fellow classmates in a 'thematic' stock market challenge. You must
submit an email to me ASAP to be invited into the simulation. If you
beat me you get a 100% on this assignment. VERY few students have ever
beat me. If you don't beat me you will receive a percentage grade
relative to my final net-worth. For example, If I am worth 1 million
dollars at the end of the simulation and you are worth 800,000, you will
receive an 80% of B. Beat me and life is good (good luck!).
You compete individually.
|
Near End of this class
|
25%
|
|
Video Lectures
|
These videos are located in the library of the
Turlock Campus. You must view these videos and answer the questions (see
below). You must write-up your answers individually. NO GROUP
papers.
|
Near End of this class
|
25%
|
|
Internet Business Challenge
|
If I can do it .. so can you ! You must choose one of the
following:
(a) Create an internet business
(b) Write a 40-page term paper with a presentation on a topic (I must
approve) about internet business, e-commerce or e-business. Of the 40
pages, 30 must be text (1inch margins, 12 type etc. you know the game), the
rest are references and graphs !
|
Near End of this class
|
25%
|
- No incompletes will be given in this class unless you provide
doctor's notice or proof of extreme crisis.
Video Lectures
(available in the main library on the Turlock
campus)
"Old ways,
new game"
1 videocassette (58 min.) : sd., col. ; 1/2 in.
Video Cassette HF1455 .O43x 1994
Shows the stakes of the global economic competition for individual Americans and
for the nation. Shows how major American companies are faring in their battles
with Japanese and German competition. Moves from an up-to-date look at mass
production, craft production, and lean production in the auto industry to new
races for "voice" computers and laptops. Examines the Japanese drive
to challenge America's lead in basic research by setting up labs in the U.S. and
hiring top American scientists.
Describe the editorial angle for this video. How are American companies
doing in international competition. Where do we go right and wrong?
The smart workplace
developing high performance work systems
2 videocasettes (51 min.) : sd., col. ; 1/2 in. + 1
workbook/guide ([65] p. ; 29 cm.)
Module 1. The high performance workplace -- Module 2. Creating a smart
workforce.
Module 1 details the characteristics that distinguish a high-performance
workplace and explains how to implement them. Module 2 provides a step-by-step
blueprint for starting the process of change.
To prove you saw this video write a short paper that details step-by-step
blueprint for starting the process of change
Inside the global economy
7 videocassettes (741 min.) : sd., col. ; 1/2 in.
Prog. 1. Trade, an introduction -- prog. 2. Protectionism vs. free trade -- prog.
3. Trade policy -- prog. 4. Trade liberalization and regional trade blocs --
prog. 5. Labor and capital mobility -- prog. 6. Multinational corporations --
prog. 7. Fixed vs. floating exchange rates -- prog. 8. Managing currencies and
policy coordination -- prog. 9. Exchange rates, capital flight and
hyperinflation -- prog. 10. Developing countries -- prog. 11. Economies in
transition -- prog. 12. Environment -- prog. 13. The evolving world economy.
Pick: 3 videos from this series and provide a full two-page writeup on
what you saw. What is the most interesting point made (in your opinion)
I own and maintain my own internet
domain. There is also a link to this class at this page. I will be
using a commercial Intranet for all class announcements. Most of all the
class materials are on the class CD selling in the bookstore.
All assignments are graded on a
1-100 scale. Remember that you put weights to each assignment as you wish. I
multiply your weighting by the score for each assignment, add all the final
products together and you get a final grade from 0-100 + extra credits. The
grading and class design has been radically changed from the way I normally do
it. There is no easier class design on the planet... there should be 100% A+s.
A 97-100+ (sounds tough!!... but
much easier than it seems)
A- 90-96.999
B+ 87-89.999
B 84-86.999
B- 80-83.999
C+ 77-79.999
C 74-76.999
C- 70-73.999
D 60-70
F < 59.999
My education:
- Taught Courses at San Diego State University, UC Irvine and
Concordia University and here!
- B.A. in Psychology at California State University Long Beach,
Minor in Human Resource Management
- Doctoral work at Stanford University School of Business
Administration
- Earned Ph.D in Management at the University of California Irvine
Graduate School of Management
- Areas of expertise: HR law, temp workers, e-business,
e-commerce and HR implications, organizational theory, organizational
design.
More Readings (optional)
Misc OT
- Baron,
James N.; Dobbin, Frank R., and Jennings, P. Deveraux – “War and peace;
the evolution of modern personnel administration in U.S. industry”.
- Burrell,
Gibson & Gareth Morgan (1979) – “Sociological Paradigms and
Organizational Analysis”.
- Clegg,
Stewart R. and Hardy, Cynthia – “Introduction: Organizations, and
Organizing”
- Davis-Blake,
Alison & Uzzi Brian (1993) – “Determinants of Employment
Externalization: A Study of Temporary Workers and Independent
Contractors."
- Freeman
& Hannan () – “Growth and Decline Processes in Organizations”
- Galbraith,
Jay () – “Organization design: an information processing view”
- Powell,
Walter W. (1990) – “Neither Market nor Hierarchy: Network Forms of
Organization”.
- Pfeffer,
Jeffrey and James N. Baron (1988) – “Taking the workers back out: Recent
trends in the structuring of employment”
- Pfeffer,
J. (1982) – “Organizations and Organization Theory”.
- Pfeffer,
J. And Gerald R. Salancick. (1974) – “Organizational Decision Making as a
Political Process: The Case of a University Budget”
- Scott,
Richard, W. (1993) “Recent Developments in Organizational Sociology”
- Weick,
Karl E. (1976) – “Educational organizations as loosely coupled systems”
Learning
Decision making
Class-based approaches
Power
Institutional Theory
- Abrahamson,
Eric & Fairchild, Gregory (1999) “Management Fashion: Lifecycles,
Triggers, and Collective Learning Processes.” Administrative Science
Quarterly 44: 708-740.
- Biggart,
Nicole Woolsey & Mauro F. Guillen (1999) – “ Developing difference:
social organization and the rise of the auto industries in South Korea,
Taiwan, Spain, and Argentina.”.
- Clemens
Elisabeth & James Cook. (1999) – “Politics and Institutionalism:
Explaining Durability and Change”.
- DiMaggio,
Paul, J. & Walter Powell – “The Iron Cage Revisited: Institutional
Isomorphism and Collective Rationality in Organizational Fields”
- Edelman,
Lauren B; Uggen, Christopher & Erlanger, Howard S. (1999) – “The
Endogeneity of Legal Regulation: Grievance Procedures as Rational Myth”
- Edelman,
Lauren (1992) – “Legal ambiguity and symbolic structures: Organizational
mediation of civil rights law”.
- Elsbach
Kimberly D. (1994) – “Managing organizational legitimacy in the
California cattle”.
- Greenwood,
Royston and C. R. Hinings. (1996) – "Understanding Radical
Organizational Change: Bringing Together the Old an the New
Institutionalism”
- Guillen,
Mauro F. (1994) – “The Comparative Study of Organizational Paradigms”
- Hirsch,
Paul, M., “Organizational Effectiveness and the Institutional
Environment”
- Koput,
Kenneth & Walter W. Powell. (2000) – “Not Your Stepping Stone:
Collaboration and the Dynamics of Industry Evolution in Biotechnology.”
- Martin,
Joanne. (1993) – “Inequality, Distributive Injustice and Organizational
Legitimacy”
- Meyer,
J.W & Rowan, B() – “Institutional Organizations: structures as myth
and ceremony”.
- Morrill,
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Ecological Perspectives
Transaction Cost Economics (TCE)
(9:43)
for the
multimedia lecture.