Theoretical construction of sustainable social awareness in mexican organizations

This article gives an account of the qualitative research process under the Grounded Theory strategy to generate a substantive theoretical construct called Sustainable Social Culture from instrumental records product of an immersion in the field in four industrial units (Martínez, 2020). The first findings raised questions that led to delving into the way in which industrial workers exercise agency and reflexivity in terms of sustainability. This theoretical construct rests on the Sociology of Organizations, Organizational Culture and Environmental Management that contribute to integrating categorical dimensions for their subsequent theorization and conceptual integration whose consistency, internal logic and validity are evidenced.

University Governance in Meso and Macro Perspectives

This review explores the two sides of university governance. From a meso perspective, it deals with universities as organized structures where priorities have to be set, decisions made, budgets allocated, teaching programs developed, and research achieved. This perspective relates to the sociology of organizations, and this review first explores the four founding models that aimed to qualify university governance and how they have helped understanding the evolution of universities in recent years. But at a macro level, university governance deals with universities as a sector and focuses on how they interact with one another, their relationships to the state, and how they are affected by national as well as transnational and global transformations. University governance is studied as a state-steered national system, as a field, or as a competitive arena. Expected final online publication date for the Annual Review of Sociology, Volume 47 is July 2021. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

Organizational Commitment and Labor Satisfaction. Case: A University Organization in the State of Morelos. México

This article measures two organizational factors of importance for every organization: labor satisfaction and organizational commitment. The analysis is made under the perspective of the sociology of organizations: Frederick Herzberg's theory of the two factors of motivation (hygienic and motivational) and Meyer and Allen's model of the three components of organizational commitment (1990). The methodology is empirical, descriptive and quantitative. The study was carried out with a sample of 59 employees, classified as reliable personnel of the Academic Secretary of an Institution of Higher Education (IES) in the city of Cuernavaca, Morelos. The instruments used were two questionnaires emanated from the theory itself with the purpose of knowing aspects related to the two study variables. This instrument allowed to identify the types of organizational commitment and the levels of work satisfaction and satisfaction that exist in the university organization.

Disappearing organization? Reshaping the sociology of organizations

This monograph showcases some recent developments in the sociology of organizations, mapping out the most productive relationships between current social scientific work on organizations and core theoretical and empirical concerns in the discipline of sociology.

History of the Department of economic sociology and management — a life-long reorganization

The units that formed the basis for the creation of the nowadays Department of Economic Sociology and Management have undergone many reorganizations. They were accompanied by a change of leaders, changes in personnel, changes of scientific and educational priorities, and in many cases of names. The Department of Sociology of Labor and Labor Collectives, the Department of Sociology of Organizations, the Department of Economic Sociology and Sociology of Labor, the Department of Economic Sociology and Marketing, the Department of Sociology of Organizations and Management — all these divisions were predecessors of the Department of Economic Sociology and Management, existing in the structure of the sociological faculty since 2017 year.The authors of the article analyze in detail the objective and subjective reasons for the transformations, as well as the consequences to which they led. Particular attention is paid to the change of words, terms and concepts used in the names of the structural units and courses that were assigned to them. Changes in language in a specific way reflected the transformations that took place in the economy and society. Words appeared and disappeared, acquired a positive and negative meaning, excited various emotions in all those involved in the educational process.The authors concluded that multiple changes, often complicating the work of professors, simultaneously increased their cohesion and contributed to the mastery in many disciplines. These features allow them today to implement innovative projects in the scientific and educational spheres.

Ten adverse outcomes when manager focus on creating shareholder value: a review

This paper surveys the literature criticizing the view that managers should run companies aiming to create shareholder value by maximizing stock prices. Based on a multidisciplinary approach, I include empirical and theoretical papers from fields such as corporate law, management, finance, economics, business ethics, social psychology, and sociology of organizations. Ten main harmful effects from the adoption of the shareholder value paradigm stand out. I also add to the literature by presenting anecdotal evidence through short business cases illustrating these adverse outcomes. Together, this growing literature provides compelling evidence that governing companies in order to maximize current stock prices might lead to severe negative consequences for all corporate constituencies, including society and shareholders themselves.

Theoretical views on the concept of «acquisition of membership» in the sociology of organizations

The article reveals the theoretical basis for the development of the concept of «membership in organizations». In sociology, the term "membership" is used in a broad (member of society) and narrow (member of a formal organization) sense. At the level of professional, totalitarian and bureaucratic organizations as social segments, membership is modified as «belonging status», organizational identity, subordination and involvement. Certain value principles are revealed, the formal implementation of which is guarded by the statute and the oath. Organizations decide, on the one hand, on the acquisition and termination of membership, and on the other on the transfer of members to various positions in the organization. Acquisition of membership turns the individual into a component of staff, which becomes the object of organizational decisions. The macro-sociological concepts of F.Tönnies, M.Duverger, T.Parsons, M.Olson present membership as a formal-bureaucratic procedure with limited and open access. Admission to the group, the organization is a preliminary investigation and establishment of the ethical value of the applicant and receipt after testing and testing of the approbation as a «full». Joining the organization or gaining membership in it is a complex procedure of social cooperation, mutual consent. You can join a closed organization only after a long probationary period and serious recommendations from the responsible guarantors, even passing an examination and filtration commission, providing evidence of sincerity and firmness of intention. There are groups with limited and open access, but the process of joining and leaving the group is determined by the nature of the goal that the group wants to achieve, not by some characteristics of membership. Thus, pressure groups (lobbying organizations) attract participants partly through subtle forms of coercion, and partly through the provision of selective incentives (legal and financial advice, advocacy of members of associations before the judiciary and law enforcement agencies). With the acquisition of membership in one organization, the individual receives formal isolation from a member of another organization. Members of a particular organization can be recognized by symbols (flag, emblem, slogan, etc.). Any organization can set its own restrictions or qualifications: age, availability of written recommendations, entrance fees. Active participation in membership not only deepens the experience of the individual and expands the potential of the organization, but expands its influence within the community, involving a wider segment of the community in organizational activities.