The Organizational Field: US Chemistry, 1870--1930

This article uses an examination of journalism and mass communication (JMC) education in Pakistan as a case study to explore the consequences of increased homogenization of JMC education around the world. Anchored by a qualitative method that relies heavily on actor-network theory, the study identifies key moments and people in the trajectory of five Pakistani programmes and explores the connection between these programmes and the larger JMC organizational field. The study concludes by questioning the efficacy of the current power structures within the supranational JMC organizational field before discussing how these influences could potentially be mitigated moving forward.

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Contesting the dominant narrative: expanding the multistory cultural change approach

Journal of Organizational Change Management ◽

10.1108/jocm-04-2019-0099 ◽

2020 ◽

Vol 33 (2) ◽

pp. 217-228

Author(s):

Martijn van Ooijen ◽

Antonie van Nistelrooij ◽

Marcel Veenswijk

Keyword(s):

Organizational Culture ◽

Cultural Change ◽

Change Process ◽

Design Methodology ◽

Construction Safety ◽

Change Processes ◽

Research Approach ◽

Organizational Field ◽

Content Type

PurposeThe purpose of this paper is to expand the theory on multistory cultural change by showing how a dominant narrative on construction safety dynamically interrelates and is contested on multiple intertextual levels in an organizational field of organizations contributing to the recovery of houses in an earthquake region.Design/methodology/approachAn ethnoventionist research approach was adopted in which interpretation of data to find narratives and designing interventions went hand-in-hand.FindingsWe found four distinctive composite narratives besides the dominant narrative to which five actors refer in their accounts, thereby contributing to three types of story patterns. These narratives disclose the taken-for-granted ideas and beliefs that characterize the challenge of changing organizational culture. One intervention, which intended multiple stories to touch the surface, was highlighted as a multistory intervention.Research limitations/implicationsFurther research could extend the knowledge on other change interventions that contribute to multistory cultural change processes.Originality/valueAdopting an ethnoventionist approach to provide deep insights on an unfolding cultural change process for both scholars and practitioners.

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Global Competition, US Research Universities, and International Doctoral Education: Growth and Consolidation of an Organizational Field

Research in Higher Education ◽

10.1007/s11162-014-9355-6 ◽

2014 ◽

Vol 56 (5) ◽

pp. 411-441 ◽

Cited By ~ 31

Author(s):

Barrett J. Taylor ◽

Brendan Cantwell

Keyword(s):

Research Universities ◽

Doctoral Education ◽

Global Competition ◽

Organizational Field

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La logique institutionnelle d’appropriation du concept ThinkPad university : le cas des écoles et facultés de gestion québécoises

Canadian Journal of Higher Education ◽

10.47678/cjhe.v43i1.1982 ◽

2013 ◽

Vol 43 (1) ◽

pp. 63-79

Author(s):

Patrick Pelletier

Keyword(s):

Business Schools ◽

Theoretical Framework ◽

Institutional Logic ◽

Organizational Field ◽

Organizational Mission ◽

Pedagogical Expertise ◽

Institutional Prestige ◽

Multi Level ◽

Level Analysis

This study examines the process by which a change in institutional logic of a organizational field is initiated. More specifically, we are concerned with how the IBM Thinkpad University concept affects various business schools in the province of Quebec. The theoretical framework departs from new-institutional theories. We propose a multi-level analysis: institutional, organizational and operational. The finding examines the process by which organizations retain, adopt and discard practices and illustrates the influence of institutional prestige, organizational mission, autonomy and pedagogical expertise. We show that the source of the institutional logic of appropriation is a quest for reputation.

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Comparison of Methodologies for Strategic Forecasting and Planning of Economic Development in Developed Countries and Russia

Economic Strategies ◽

10.33917/es-7.173.2020.24-31 ◽

2020 ◽

Vol 144 ◽

pp. 24-31

Author(s):

Sergey A. Pobyvaev ◽

◽

Tural S. Gaibov ◽

Keyword(s):

Economic Development ◽

Great Britain ◽

Strategic Planning ◽

Developed Countries ◽

Organizational Field ◽

Forecasting Methods ◽

Organizational Paradigms

The authors considered the organization of strategic planning and forecasting of five countries that are among the world’s economic leaders — USA, Great Britain, Germany, France, Japan and Russia. The main features of the organization of the process of strategic planning and strategic forecasting in these countries are revealed, and a brief description of the organizational paradigms in the area under consideration is given. The purpose of the article is to determine the possibilities of borrowing in the field of methodology of strategic planning and forecasting. While there are no borrowing problems in the field of technical forecasting methods, there are a number of obstacles in the organizational field, determined by various factors. The authors identified nine such factors, and concluded that the prospects for the development of strategic planning and forecasting in Russia lie outside the directly specified area.

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