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作者：MacKay, R. Bradley; Chia, Robert
作者单位：University of Edinburgh; University of Glasgow
摘要：Strategic change is frequently viewed as emanating from the purposeful choices of organizational actors intent on achieving a prespecified goal against a backdrop of existing environmental forces. Conversely, population ecology advocates maintain that change is a consequence of species populations being subjected to environmental selection. Either way, change is deemed epiphenomenal to social entities (i.e., actors, organizations, environments, etc.); change processes involve the doings of/to ...
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作者：Langley, Ann; Smallman, Clive; Tsoukas, Haridimos; Van de Ven, Andrew H.
作者单位：Universite de Montreal; HEC Montreal; Western Sydney University; University of Cyprus; University of Warwick; University of Minnesota System; University of Minnesota Twin Cities
摘要：Process studies focus attention on how and why things emerge, develop, grow, or terminate over time. We identify various ontological assumptions underlying process research, explore its methods and challenges, and draw out some of its substantive contributions revealed in this Special Research Forum on Process Studies of Change in Organization and Management. Process studies take time seriously, illuminate the role of tensions and contradictions in driving patterns of change, and show how inte...
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作者：Maguire, Steve; Hardy, Cynthia
作者单位：McGill University; University of Melbourne
摘要：This study examines the organizing processes through which products become risky. Drawing on a case study of chemical risk assessment and management processes in Canada and comparing two chemicals, it identifies a series of enacted practices that bundle into two forms of social ordering: normalizing and problematizing. By bringing the past to bear differently on organizing processes, these two forms of social ordering structure the discursive work of actors in both their attempts to stabilize ...
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作者：Jay, Jason
作者单位：Massachusetts Institute of Technology (MIT); Massachusetts Institute of Technology (MIT)
摘要：Hybrid organizations combine institutional logics in their efforts to generate innovative solutions to complex problems. They face unintended consequences of that institutional complexity, however, which may impede their efforts. Past scholars have emphasized conflicting external demands, and competing internal claims on organizational identity. Data from an in-depth field study of the public-private Cambridge Energy Alliance suggest another consequence: paradoxes of performing (Smith & Lewis,...
