Supportive Organisation Structure – Element 1

Author(s):  
Ross Kenneth Kennedy
2021 ◽  
Vol 69 (1) ◽  
pp. 43-55
Author(s):  
Nicola Glaubitz

Abstract Bourdieu’s concepts of cultural capital and field, developed in the 1970s and 1980s, still provide systematic reference points for studies interested in literary cultures under market conditions. These concepts have found resonance in studies observing the changing organisation, structure, and social positions involved in the writing, reading, and circulation of literature. While both the conceptual clarity and the historical results Bourdieu achieved (in particular in his study The Rules of Art, originally published in 1992) have come under attack, both his key concepts and his multi-method approach function as a theoretical toolbox for present studies. The article discusses three studies (Childress 2017; English 2005; Guillory 1993) which make use of Bourdieu’s concept of capital in order to describe contemporary US publishing, the role of literary canons in higher education, and the status of literary awards. I argue that Bourdieu’s framework is productive in these cases when it is used in a heuristic way, when the idea of cultural and social capital is considered as processes and practices of valuation, and when it points to the political aspects of economies.


1987 ◽  
Vol 15 (10) ◽  
pp. 779-805 ◽  
Author(s):  
Frederick I. Ordway ◽  
Michelle Claudin

Omega ◽  
1975 ◽  
Vol 3 (5) ◽  
pp. 615-617 ◽  
Author(s):  
PR Lansley ◽  
PJ Sadler ◽  
TD Webb

2013 ◽  
pp. 805-824
Author(s):  
Güera Massyn Romo

There is an industry tendency to create new roles to compensate for the unavailability of adequately skilled staff. This contributes to establishing new business management practices in allocating and managing operational responsibility. An example of a permanent parallel organisation structure, namely Revenue Assurance (RA) in the Communications Services Provider (CSP) industry is described in context of the CSP industry challenges to ensure complete and accurate billing of communication services. This discussion is positioned with reference to organisational learning (OL) theory and objectives. This chapter argues that parallel structures be utilised as learning structures rather than operational compensating structures as is the case with the RA implementation in practice today. Future research must focus on competency destruction as a conscious organisational process in association with a renewed focus on targeted recruitment, adequate personnel performance management, and a continued reliance on existing business management practices such as project management and risk management.


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