Psychodynamic Organisational Theory

2019 ◽  
Author(s):  
Jacob Alsted ◽  
Ditte Haslund
Keyword(s):  
Organisational Theory

scholarly journals Shaping migration at the border: the entangled rationalities of border control practices

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Christin Achermann
Keyword(s):  
Social Reality ◽  
Structuration Theory ◽  
Cost Calculation ◽  
Nation State ◽  
Border Control ◽  
Organisational Theory ◽  
Ethnographic Fieldwork ◽  
Street Level ◽  
Everyday Work ◽  
Street Level Bureaucracy

AbstractThis article analyses how border guards as members of a state organisation shape the movement of non-nationals into the territory of a nation state. Based on ethnographic fieldwork on the Swiss Border Guard (SBG), it explores the rationalities—understood as stabilised ways of reasoning and acting—that characterise practices within this state organisation. Combining organisational and structuration theory with a street-level bureaucracy perspective allows for a differentiated analysis of the various facets of border guards’ everyday work. Four rationalities of border-control practices are identified and compared: security, humanitarian, cost-calculation, and pragmatic rationality. I argue that, by considering both the specific goals and imperatives of border control and the characteristics of street-level bureaucrats acting within a state organisation, these entangled logics explain the complex and incoherent social reality of border control. More generally, the results contribute to organisational theory by pointing to the importance of taking into account that multiple entangled rationalities structure the practices of an organisation’s members.

scholarly journals Bridging humanitarian operations management and organisational theory

2018 ◽  
Vol 56 (21) ◽  
pp. 6735-6740 ◽  
Author(s):  
Angappa Gunasekaran ◽  
Rameshwar Dubey ◽  
Samuel Fosso Wamba ◽  
Thanos Papadopoulos ◽  
Benjamin T. Hazen ◽  
...  
Keyword(s):  
Operations Management ◽  
Organisational Theory ◽  
Humanitarian Operations

Kenimani-Kenimatoni Organisational Practice : An Africanised Construct of Superordinate-Subordinate Relationships in a University System

2021 ◽  
Vol 11 (1) ◽  
pp. 107-125
Author(s):  
Bunmi Isaiah Omodan
Keyword(s):  
African Society ◽  
Relationship Dynamics ◽  
Theoretical Formulation ◽  
University System ◽  
Organisational Theory ◽  
African Languages ◽  
The World ◽  
Yoruba Language ◽  
Organisational Practice ◽  
University Community

This theoretical formulation responded to the quest for Africanised epistemic space to construct the hidden indigenous practices into the world of knowledge. Kenimani (that others may not have) and Kenimatoni (that others may not reach up to one’s status), a Yoruba language, one of the African languages was rationalised as an organisational theory of relationships capable of understanding and interpreting people’s actions, and inactions in organisations. The exploration was guided by examining how the underlying meaning and principles of Kenimani-Kenimatoni can be exemplified to the leadership and followership syndrome of organisational relationships. The article was designed using inductive and deductive experiential exploration to present the argument. Yoruba and its beauties were examined to open a linguistic permutation for the analysis. The two Yoruba words ‘kenimani’ and ‘kenimatoni’and their conjunctional framing as peculiar to university community were elucidated to reflect university organisational relationships. The dilemma of positivism and the negativism and the principles embedded in the Kenimani-Kenimatoni organisational practices were uncovered. The Kenimani-Kenimatoni epistemic standpoint was also exemplified with the conclusion that African society is rich in knowledge and practices. Therefore, an Africanised practice like Kenimani- Kenimatoni can explain relationship dynamics in organisations, though this is open to further scholastic discourse.

scholarly journals Hacking the Democratic Mainframe: The Melissa Virus and Transgressive Computing

2000 ◽  
Vol 95 (1) ◽  
pp. 207-226 ◽  
Author(s):  
Kirsty Best ◽  
Jeff Lewis
Keyword(s):  
The Other ◽  
Contemporary Culture ◽  
Computer Viruses ◽  
Organisational Theory ◽  
Political Implications ◽  
The Relationship

As with many of the other 45 000 computer viruses operating across the globe, the Melissa virus constitutes a significant threat to organisational processes. There are two major readings of the Melissa virus's social and political implications — one rejecting its subversive intent, the other celebrating it. In either case, these readings reflect the inadequacy of current theorisations of the relationship between computer networked communication, organisational theory and democracy. A fuller understanding of this relationship, and in particular the culture of hacking, is needed to mediate significant tensions within contemporary culture and politics.

scholarly journals The Concept of Bureaucracy by Max Weber

2019 ◽  
Vol 7 (2) ◽  
pp. 12 ◽  
Author(s):  
Sandro Serpa ◽  
Carlos Miguel Ferreira
Keyword(s):  
Max Weber ◽  
Organisational Theory

Bureaucracy is a widely disseminated concept in Sociology and in Organisational Theory studies, and it currently has an image where negative aspects are often highlighted. However, for Max Weber, bureaucracy has very specific features that differ, in varied situations, from the representation and application often ascribed to this model of organisational administration. This review aims at contributing to putting forward the concept of bureaucracy as initially proposed by Max Weber, discussing it in its potentialities.

scholarly journals Towards an organisational theory of hubris: Symptoms, behaviours and social fields within finance and banking

Organization ◽  
2019 ◽  
Vol 27 (1) ◽  
pp. 88-109 ◽  
Author(s):  
Dennis Tourish
Keyword(s):  
Critical Incident ◽  
Critical Incident Technique ◽  
Psychological State ◽  
Business Failure ◽  
Organisational Theory ◽  
One Dimensional ◽  
Social Fields ◽  
Psychology Theory ◽  
The One ◽  
Organisational Dynamics

Hubris has become a popular explanation for all kinds of business failure. It is often reduced to the one-dimensional notion of ‘over-confidence’, particularly on the part of CEOs. There is a need to clarify the extent to which other attitudes and behaviours constitute hubris, and how they are affected by such organisational dynamics as the struggle for power, status and material rewards between actors. This article explores these issues within the finance and banking sectors. It uses the Critical Incident Technique to identify behaviours associated with hubris and probes the interaction between them and the organisational contexts in which they occur. Five categories of behaviour based on an analysis of 101 incidents are described, as are a series of ‘inflection dynamics’ that reinforce the behaviours in question and constitute a social field conducive to hubris. I challenge the reductionist views that hubris is primarily a psychological state consisting mainly of ‘over-confidence’. This article seeks to complexify the term hubris and to develop an organisational rather than purely psychology theory of its emergence and institutionalisation within finance and banking.

Sign in / Sign up

Export Citation Format

Share Document