Results by title

It was an enigma of the Vietnam War: American troops kept killing the Viet Cong—and being killed in the process—and yet their ranks continued to grow. When CIA analyst Sam Adams uncovered documents suggesting a Viet Cong army more than twice as large as previously reckoned, another war erupted, this time within the ranks of America’s intelligence community. Although originally clandestine, this conflict involving the highest levels of the U.S. government burst into public view during the acrimonious lawsuit Westmoreland v. CBS. The central issue in the suit, as in the war itself, was the calamitous failure of U.S. intelligence agencies to ascertain the strength of the Viet Cong and get that information to troops in a timely fashion. The legacy of this failure—whether caused by institutional inertia, misguided politics, or individual hubris—haunts our nation. In the era of Chelsea Manning, Julian Assange, and Edward Snowden, Sam Adams’ tireless crusade for “honest intelligence” resonates strongly today.

The fourteen essays that comprise Collections in Context: The Organization of Knowledge and Community in Europe interrogate questions posed by French, Flemish, English, and Italian collections of all sorts—libraries as a whole, anthologies and miscellanies assembled within a single manuscript or printed book, and even illustrated ivory boxes.

Case studies that examine how firms coordinate economic activity in the face of asymmetric information—information not equally available to all parties—are the focus of this volume.

In an ideal world, the market would be the optimal provider of coordination, but in the real world of incomplete information, some activities are better coordinated in other ways. Divided into three parts, this book addresses coordination within firms, at the borders of firms, and outside firms, providing a picture of the overall incidence and logic of economic coordination. The case studies—drawn from the late nineteenth and early twentieth century, when the modern business enterprise was evolving, address such issues as the relationship between coordination mechanisms and production techniques, the logic of coordination in industrial districts, and the consequences of regulation for coordination.

Continuing the work on information and organization presented in the influential Inside the Business Enterprise, this book provides material for business historians and economists who want to study the development of the dissemination of information and the coordination of economic activity within and between firms.

Based on extensive fieldwork at two well-known commercial publishers of scholarly books, Walter W. Powell details the different ways in which both internal politics and external networks influence decisions about what should be published. Powell focuses on the work of acquisitions editors: how they decide which few manuscripts, out of hundreds, to sponsor for publication; how editorial autonomy is shaped, but never fully curbed, by unobtrusive controls; and how the search process fits into the social structure of the American academy. Powell's observations—and the many candid remarks of publishers and their staffs—recreate the workaday world of publishing.

Throughout, the sociology of organizations and of culture serves as Powell's interpretive framework. Powell shows how scholarly publishers help define what is "good" social science research and how the history and tradition of a publishing house contribute to the development of an organizational identity. Powell's review of actual correspondence, from outside letters proposing projects to internal "kill" letters of rejection, suggests that editors and authors at times form their own quasi-organization with external allegiances and bonds beyond those of the publishing house.

"This is a welcome addition to the literature on the life of the organizations that produce our science and our culture. Powell's intimate look at two scholarly publishing companies has an insider's appreciation of the book business and an outsider's eye for questions the editors are not asking themselves."—Michael Schudson, University of California at San Diego

"Getting Into Print will long be the book about how academic editors choose the titles they sponsor. Even experienced editors and authors will find new insights here and revealing comparisons with decision-making in other kinds of organizations."—Edward Tenner, Los Angeles Times Book Review

"Getting Into Print is an unusually outstanding ethnographic study in that it reflects the evocative richness of detail associated with the ethnographic approach while simultaneously maintaining a clear-headed, analytical distance from the subject that allows for a meaningful theoretical contribution. Powell is an astute ethnographer who presents a vital and compelling 'insider's view' of the decision-making process in scholarly publishing, making this book fascinating reading for all those involved in the 'publish-or-perish' syndrome."—Barbara Levitt, American Journal of Sociology

In the 1930s, George Herbert Mead and other leading social scientists established the modern empirical analysis of social interaction and communication, enabling theories of cognitive development, language acquisition, interaction, government, law and legal processes, and the social construction of the self. However, they could not provide a comparably empirical analysis of human organization. The theory in this book fills in the missing analysis of organizations and specifies more precisely the pragmatic analysis of communication with an adaptation of information theory to ordinary unmediated communications. The study also provides the theoretical basis for understanding the success of pragmatically grounded public policies, from the New Deal through the postwar reconstruction of Europe and Japan to the ongoing development of the European Union, in contrast to the persistent failure of positivistic and Marxist policies and programs.

Pierpont Stackpole was a Boston lawyer who in January 1918 became aide to Lieutenant General Hunter Liggett, soon to be commander of the first American corps in France. Stackpole’s diary, published here for the first time, is a major eyewitness account of the American Expeditionary Forces’ experience on the Western Front, offering an insider’s view into the workings of Liggett’s commands, his day-to-day business, and how he orchestrated his commands in trying and confusing situations.

Hunter Liggett did not fit John J. Pershing’s concept of the trim and energetic officer, but Pershing entrusted to him a corps and then an army command. Liggett assumed leadership of the U.S. First Army in mid-October of 1918, and after reorganizing, reinforcing, and resting, the battle-weary troops broke through the German lines in a fourth attack at the Meuse-Argonne—accomplishing what Pershing had failed to do in three previous attempts. The victory paved the way to armistice on November 11.

Liggett has long been a shadowy figure in the development of the American high command. He was “Old Army,” a veteran of Indian wars who nevertheless kept abreast of changes in warfare and more than other American officers was ready for the novelties of 1914–1918. Because few of his papers have survived, the diary of his aide—who rode in the general’s staff car as Liggett unburdened himself about fellow generals and their sometimes abysmal tactical notions—provides especially valuable insights into command within the AEF.

Stackpole’s diary also sheds light on other figures of the war, presenting a different view of the controversial Major General Clarence Edwards than has recently been recorded and relating the general staff’s attitudes about the flamboyant aviation figure Billy Mitchell. General Liggett built the American army in France, and the best measure of his achievement is this diary of his aide. That record stands here as a fascinating and authentic look at the Great War.

In this book, Mauro F. Guillén explores differing historical patterns in the adoption of the three major models of organizational management: scientific management, human relations, and structural analysis. Moving beyond Reinhard Bendix's classic Work and Authority, Models of Management takes a fresh look at how managers have used these models in four countries during the twentieth century.

Guillén's study of two liberal-democratic societies (the United States and Great Britain) and two corporatist societies (Germany and Spain) reveals significant differences in the way managerial elites and firms have adopted the three models. His data show that ideas themselves—independent of material interests and technology—can cause organizational change. Throughout the book, contrasts between modernist-technocratic and liberal-humanist mentalities, as well as between Protestant and Catholic religious backgrounds, emerge as decisive factors in determining managerial ideology and practice.

In addition to analyzing management methods in organizations, Guillén explores larger issues: the interaction among managerial, government, and labor elites; the impact of the state and the professions on managerial behavior; and the role that managers play in modern societies.

Modern Organization is a classic text of organization development that addresses the complications that occur in power structures within which workers with specialized skills are managed by superiors without those skills. Thompson is interested in exploring and righting the creative tensions between knowledge and power, demonstrating that within hierarchical structures, the wielders of power often lack not only the technical know-how of their employees but charisma and other attributes that would win the loyalty and confidence of those employees.

 

Thompson coins the phrase “bureaupathic” behavior to describe the rise in a perceived need for regulations and rituals that result from the insecurity in these structures. This behavior only confounds working life and efficiency. Technical specialization is rapidly advancing, while cultural definitions of authority are not. Authority must be redefined in order to make allowances for its limitations. What once made a leader, namely charisma, may no longer suffice. 

The most common social phenomenon of Western societies is the organization, yet those
involved in real-world managing are not always willing to reveal the intricacies of their
everyday muddles. Barbara Czarniawska argues that in order to understand these uncharted
territories, we need to gather local and concrete stories about organizational life and subject
them to abstract and metaphorical interpretation.

Using a narrative approach unique to organizational studies, Czarniawska employs literary
devices to uncover the hidden workings of organizations. She applies cultural metaphors to
public administration in Sweden to demonstrate, for example, how the dynamics of a
screenplay can illuminate the budget disputes of an organization. She shows how the
interpretive description of organizational worlds works as a distinct genre of social analysis,
and her investigations ultimately disclose the paradoxical nature of organizational life: we follow
routines in order to change, and decentralize in order to control. By confronting such
paradoxes, we bring crisis to existing institutions and enable them to change.

The digital world profoundly shapes how we work and consume and also how we play, socialize, create identities, and engage in politics and civic life. Indeed, we are so enmeshed in digital networks—from social media to cell phones—that it is hard to conceive of them from the outside or to imagine an alternative, let alone defy their seemingly inescapable power and logic. Yes, it is (sort of) possible to quit Facebook. But is it possible to disconnect from the digital network—and why might we want to?

Off the Network is a fresh and authoritative examination of how the hidden logic of the Internet, social media, and the digital network is changing users’ understanding of the world—and why that should worry us. Ulises Ali Mejias also suggests how we might begin to rethink the logic of the network and question its ascendancy. Touted as consensual, inclusive, and pleasurable, the digital network is also, Mejias says, monopolizing and threatening in its capacity to determine, commodify, and commercialize so many aspects of our lives. He shows how the network broadens participation yet also exacerbates disparity—and how it excludes more of society than it includes.

Uniquely, Mejias makes the case that it is not only necessary to challenge the privatized and commercialized modes of social and civic life offered by corporate-controlled spaces such as Facebook and Twitter, but that such confrontations can be mounted from both within and outside the network. The result is an uncompromising, sophisticated, and accessible critique of the digital world that increasingly dominates our lives.

Once a marginal political coalition, the French National Front has become the most high-profile far-right organization in Europe. In Politics on the Fringe Edward G. DeClair provides the first extensive analysis of the Front’s history, from its creation in 1972 and outcast status in the early 1980s to its achievement of broad-based support and show of political strength in the 1997 elections.

Using rare, in-depth interviews with twenty-nine members of the Front elite, as well as public opinion survey data and electoral results, DeClair examines the internal structure of the Front, its political agenda, and its growing influence in France. DeClair shows how the party has dramatically expanded its traditionally narrow core constituency by capitalizing upon anxieties about national identity, immigration, European unification, and rising unemployment. In illustrating how the rhetoric surrounding such topics is key to the Front’s success, DeClair examines the Front’s legacy by detailing the links between the French far-right and similar movements in such countries as Germany, Belgium, Austria, Italy, and the United States. Finally, Politics on the Fringe offers not only a complete picture of the Front’s increasingly influential role in French partisan politics but also further insight into the resurgence of right-wing extremism throughout western societies in the late twentieth century.

This volume will be of primary importance to political scientists and those engaged with European politics, culture, and history. It will also appeal to those concerned with right-wing populism and political movements.

The idea of a heavenly contract, uniting God and humanity in a bargain of salvation, emerged as the keystone of Puritan theology in early modern England. Yet this concept, with its connotations of exchange and reciprocity, runs counter to other tenets of Calvinism, such as predestination, that were also central to Puritan thought. With bold analytic intelligence, David Zaret explores this puzzling conflict between covenant theology and pure Calvinism. In the process he demonstrates that popular beliefs and activities had tremendous influence on Puritan religion.

Daniel M. Neuman offers an account of North Indian Hindustani music culture and the changing social context of which it is part, as expressed in the thoughts and actions of its professional musicians.

Drawing primarily from fieldwork performed in Delhi in 1969-71—from interviewing musicians, learning and performing on the Indian fiddle, and speaking with music connoisseurs—Neuman examines the cultural and social matrix in which Hindustani music is nurtured, listened and attended to, cultivated, and consumed in contemporary India. Through his interpretation of the impact that modern media, educational institutions, and public performances exert on the music and musicians, Neuman highlights the drama of a great musical tradition engaging a changing world, and presents the adaptive strategies its practitioners employ to practice their art. His work has gained the distinction of introducing a new approach to research on Indian music, and appears in this edition with a new preface by the author.

Long a fruitful area of scrutiny for students of organizations, the study of institutions is undergoing a renaissance in contemporary social science. This volume offers, for the first time, both often-cited foundation works and the latest writings of scholars associated with the "institutional" approach to organization analysis.

In their introduction, the editors discuss points of convergence and disagreement with institutionally oriented research in economics and political science, and locate the "institutional" approach in relation to major developments in contemporary sociological theory. Several chapters consolidate the theoretical advances of the past decade, identify and clarify the paradigm's key ambiguities, and push the theoretical agenda in novel ways by developing sophisticated arguments about the linkage between institutional patterns and forms of social structure. The empirical studies that follow—involving such diverse topics as mental health clinics, art museums, large corporations, civil-service systems, and national polities—illustrate the explanatory power of institutional theory in the analysis of organizational change.

Required reading for anyone interested in the sociology of organizations, the volume should appeal to scholars concerned with culture, political institutions, and social change.

The Organization of Industry collects essays written over two decades—pieces prepared especially for this volume, previously unpublished material, and reprinted articles drawn from numerous sources, many which include additional commentary by the author. The essays are unified by George J. Stigler's careful analysis and by his clear and witty style.

In part one, Stigler examines the nature of competition and monopoly. In part two he discusses the forces that determine the size structure of industry, including barriers to entry, economics of scale, and mergers. Part three contains articles on a wide range of topics, such as profitability, delivered price systems, block booking, the economics of information, and the kinky oligopoly demand curve and rigid price. Part four offers a discussion of antitrust policy and includes Stigler's recommendations for future policy as well as an examination of the effects of past policies.

"Stigler's writings might well be subtitled 'The Joys of Doing Economics.' He, more than any other contemporary American economist, dispels the gloom surrounding economic theory. It is impossible to confront the subject treated with such humor and verve and come away still believing that economics is the dismal science."—Shirley B. Johnson, American Scholar

"Criticisms of Mancur Olson's theory of group membership and organizational behavior and discussions of the limits of his formulations are not new, but Terry Moe has set them forth in thoroughgoing fashion, has elaborated and extended them, and has made positive new contributions. The result is a book that is valuable and constructive, one that may well revive interest in the systematic study of political groups."—David B. Truman, American Political Science Review

"The Organization of Interests is a valuable addition to the literature. It reminds us that the interior life of groups has political significance and gives us a conceptual framework for exploring that life. It balances nicely between the pluralists—who tend to interpret interest group behaviour entirely in political terms—and Olson—who has no satisfactory explanation for behaviour that is not attributable to economic self-interest. In the concept of the entrepreneur Moe gives us a useful analytical device which deserves operationalization. The book is well worth study."—A. Paul Pross, Canadian Journal of Political Science