The Mutual Constitution of Persons and Organizations: An Ontological Perspective on Organizational Change

Published Online:https://doi.org/10.1287/orsc.2013.0887

References

  • Andrews KR (1971) The Concept of Corporate Strategy (Irwin, Homewood, IL).Google Scholar
  • Ansoff HI (1965) Corporate Strategy (McGraw-Hill, New York).Google Scholar
  • Bargh JA (2006) What have we been priming all these years? On the development, mechanisms, and ecology of nonconscious social behavior. Eur. J. Soc. Psych. 36(2):147–168.CrossrefGoogle Scholar
  • Barley SR, Tolbert PS (1997) Institutionalization and structuration: Studying the links between action and institution. Organ. Stud. 18(1):93–117.CrossrefGoogle Scholar
  • Bartunek JM (1993) The multiple cognitions and conflicts associated with second order change. Murnighan JK, ed. Social Psychology in Organizations: Advances in Theory and Research (Prentice Hall, Englewood Cliffs, NJ), 322–349.Google Scholar
  • Bartunek JM, Moch MK (1994) Third-order organizational change and the Western mystical tradition. J. Organ. Change Management 7(1):24–41.CrossrefGoogle Scholar
  • Battilana J (2006) Agency and institutions: The enabling role of individuals’ social position. Organization 13(5):653–676.CrossrefGoogle Scholar
  • Battilana J (2007) Initiating divergent organizational change: The enabling role of actors’ social position. Acad. Management Best Paper Proc., Philadelphia.CrossrefGoogle Scholar
  • Bem DJ (1967) Self-perception: An alternative interpretation of cognitive dissonance phenomena. Psych. Rev. 74(3):183–200.CrossrefGoogle Scholar
  • Bourdieu P (1977) The Logic of Practice (Stanford University Press, Stanford, CA).Google Scholar
  • Bourdieu P (1988) Homo Academicus (Stanford University Press, Stanford, CA).Google Scholar
  • Brown JS, Duguid P (1991) Organizational learning and communities-of-practice: Towards a unified view of working, learning, and innovation. Organ. Sci. 2(1):40–57.CrossrefGoogle Scholar
  • Brown JS, Collins A, Duguid P (1989) Situated cognition and the culture of learning. Educational Researcher 18(1):32–42.CrossrefGoogle Scholar
  • Brown SL, Eisenhardt KM (1997) The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. 42(1):1–34.CrossrefGoogle Scholar
  • Callon M (1998) The Laws of Markets (Blackwell, Oxford, UK).Google Scholar
  • Chatman JA (1989) Improving organizational research: A model of person-organization fit. Acad. Management Rev. 14(3):333–349.CrossrefGoogle Scholar
  • Chatman JA (1991) Matching people and organizations: Selection and socialization in public accounting firms. Admin. Sci. Quart. 36(3):459–484.CrossrefGoogle Scholar
  • D’Adderio L (2011) Artifacts at the centre of routines: Performaing the material turn in routines theory. J. Inst. Econom. 7(2): 197–230.Google Scholar
  • D’Aveni R (1994) Hypercompetition: Managing the Dynamics of Strategic Maneuvering (Free Press, New York).Google Scholar
  • Desmond M (2006) Becoming a firefighter. Ethnography 7(4): 387–421.CrossrefGoogle Scholar
  • Dewey J (1938) Experience and Education (Collier Macmillan, New York).Google Scholar
  • DiMaggio P (1988) Interest and agency in institutional theory. Zucker LG, ed. Institutional Patterns and Organizations (Ballinger, Cambridge, MA), 3–22.Google Scholar
  • DiMaggio PJ (1997) Culture and cognition. Annual Rev. Sociol. 23:263–287.CrossrefGoogle Scholar
  • DiMaggio PJ, Powell WW (1991) Introduction. Powell WW, DiMaggio PJ, eds. The New Institutionalism in Organizational Analysis (University of Chicago Press, Chicago), 1–41.Google Scholar
  • Dreyfus HL (1999) Being-in-the-World: A Commentary on Heidegger’s Being and Time, Division I (MIT Press, Cambridge, MA).Google Scholar
  • Dutton J, Ottensmeyer E (1987) Strategic issue management systems: Forms, functions and contexts. Acad. Management Rev. 12(2): 355–365.CrossrefGoogle Scholar
  • Dweck CS (1999) Self-Theories: Their Role in Motivation, Personality, and Development (Psychology Press, Philadelphia).Google Scholar
  • Dweck CS, Leggett EL (1988) A social-cognitive approach to motivation and personality. Psych. Rev. 95(2):256–273.CrossrefGoogle Scholar
  • Eisenhardt KM (1989a) Making fast strategic decisions in high-velocity environments. Acad. Management J. 32(3):543–576.CrossrefGoogle Scholar
  • Eisenhardt KM (1989b) Building theory from case study research. Acad. Management Rev. 14(4):532–550.CrossrefGoogle Scholar
  • Engeström Y (2003) Activity theory and individual and social transformation. Engestrom Y, Miettinen R, Punamaki RL, eds. Perspectives on Activity Theory (Cambridge University Press, Cambridge, UK), 19–38.Google Scholar
  • Feldman MS (2000) Organizational routines as a source of continuous change. Organ. Sci. 11(6):611–629.LinkGoogle Scholar
  • Feldman MS (2004) Resources in emerging structures and processes of change. Organ. Sci. 15(3):295–309.LinkGoogle Scholar
  • Feldman MS (2012) Practicing sustainability: A generative approach to change agency. Golden-Biddle K, Dutton J, eds. Using a Positive Lens to Explore Social Change and Organizations Building a Theoretical and Research Foundation (Psychology Press/Routledge, New York), 181–200.Google Scholar
  • Feldman MS, Orlikowski WJ (2011) Theorizing practice and practicing theory. Organ. Sci. 22(5):1240–1253.LinkGoogle Scholar
  • Fiol CM, Huff AS (1992) Maps for manager: Where are we? Where do we go from here? J. Management Stud. 29(3):267–285.CrossrefGoogle Scholar
  • Fiske ST, Taylor SE (1991) Social Cognition, 2nd ed. (McGraw-Hill, New York).CrossrefGoogle Scholar
  • Flynn F, Chatman J (2001) Strong cultures and innovation: Oxymoron or opportunity? Cooper C, Early C, Chatman J, Starbuck W, eds. Handbook of Organizational Culture (John Wiley & Sons, Chichester, UK), 263–288.Google Scholar
  • Foucault M (1972) The Archaeology of Knowledge, translated by Smith AMS (Harper & Row, New York). [Orig. pub. 1969].Google Scholar
  • Foucault M (1979) Discipline and Punish: The Birth of the Prison, translated by Sheridan A (Vintage/Random House, New York).Google Scholar
  • Gergen KJ (2009) Relational Being: Beyond Self and Community (Oxford University Press, New York).Google Scholar
  • Gersick CJG (1991) Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Acad. Management Rev. 16(1):10–36.CrossrefGoogle Scholar
  • Giddens A (1984) The Constitution of Society (University of California Press, Berkeley).Google Scholar
  • Gioia DA (1992) Pinto fires and personal ethics: A script analysis of missed opportunities. J. Bus. Ethics 11(5/6):379–389.CrossrefGoogle Scholar
  • Glaser BG (1978) Sensitivity: Advances in the Methodology of Grounded Theory (Sociology Press, Mill Valley, CA).Google Scholar
  • Habermas J (1981) The Theory of Communicative Action (Beacon Press, London).Google Scholar
  • Hardy C, Maguire S (2008) Institutional entrepreneurship. Greenwood R, Oliver C, Suddaby R, Shalin-Anderson K, eds. Handbook of Organizational Institutionalism (Sage, Thousand Oaks, CA), 198–217.CrossrefGoogle Scholar
  • Heidegger M (1927) The Basic Problems of Phenomenology, Translated by Hofstadter A (Indiana University Press, Indianapolis).Google Scholar
  • Higgins ET (1987) Self-discrepancy: A theory relating self and others. Psych. Rev. 94(3):319–340.CrossrefGoogle Scholar
  • Higgins ET (1996) The “self digest”: Self-knowledge serving self-regulatory functions. J. Personality Soc. Psych. 71(6): 1062–1083.CrossrefGoogle Scholar
  • Ho K (2009) Liquidated: An Ethnography of Wall Street (Duke University Press, Durham, NC).CrossrefGoogle Scholar
  • Jarzabkowski P (2004) Strategy as practice: Recursiveness, adaptation and practices-in-use. Organ. Stud. 25(4):529–560.CrossrefGoogle Scholar
  • Jehn KA (1997) A qualitative analysis of conflict types and dimensions in organizational groups. Admin. Sci. Quart. 42(3): 530–557.CrossrefGoogle Scholar
  • Jick TD (1979) Mixing qualitative and quantitative methods: Triangulation in action. Admin. Sci. Quart. 24:602–661.CrossrefGoogle Scholar
  • Kellogg KC (2009) Operating room: Relational spaces and microinstitutional change in surgery. Amer. J. Sociol. 115(3):657–711.CrossrefGoogle Scholar
  • Kellogg KC (2011) Hot lights and cold steel: Cultural and political toolkits for practice change in surgery. Organ. Sci. 22(2): 482–502.LinkGoogle Scholar
  • Kuhn T (1970) The Structure of Scientific Revolutions, 2nd ed. (University of Chicago Press, Chicago).Google Scholar
  • Latour B (1996) On actor-network theory: A few clarifications plus more than a few complications. Soziale Welt 47:369–381.Google Scholar
  • Latour B (2005) Reassembling the Social: An Introduction to Actor-Network Theory (Oxford University Press, Oxford, UK).Google Scholar
  • Lave J (1988) Cognition in Practice: Mind, Mathematics and Culture in Everyday Life (Cambridge University Press, Cambridge, UK).CrossrefGoogle Scholar
  • Lave J, Wenger E (1991) Situated Learning: Legitimate Peripheral Participation (Cambridge University Press, Cambridge, UK).CrossrefGoogle Scholar
  • Lawrence TB, Suddaby R (2006) Institutions and institutional work. Clegg SR, Nord WR, Hardy C, eds. Handbook of Organizational Studies, 2nd ed. (Sage, London), 215–254.CrossrefGoogle Scholar
  • Lewin K (1951) Field Theory in Social Science: Selected Theoretical Papers, edited by Cartwright D (Harper & Row, New York).Google Scholar
  • Locke K (2001) Grounded Theory in Management Research (Sage, Thousand Oaks, CA).Google Scholar
  • March JG (1981) Footnotes on organizational change. Admin. Sci. Quart. 26(4):563–577.CrossrefGoogle Scholar
  • March JG, Simon HA (1958) Organizations (John Wiley & Sons, New York).Google Scholar
  • Merleau-Ponty M (1962) Phenomenology of Perception, translated by Smith C (Routledge, London).Google Scholar
  • Meyerson DE (1994) Interpretations of stress in institutions: The cultural production of ambiguity and burnout. Admin. Sci. Quart. 39(4):628–653.CrossrefGoogle Scholar
  • Michel AA (2007) A distributed cognition perspective on newcomers’ change processes: The management of cognitive uncertainty in two investment banks. Admin. Sci. Quart. 52(4):507–557.CrossrefGoogle Scholar
  • Michel A, Wortham S (2009) Bullish on Uncertainty: How Organizational Cultures Transform Participants (Cambridge University Press, New York).Google Scholar
  • Miles MB, Huberman AM (1994) Qualitative Data Analysis: An Expanded Sourcebook, 2nd ed. (Sage, Thousand Oaks, CA).Google Scholar
  • Moorman C, Miner AS (1997) The impact of organizational memory in new product performance and creativity. J. Marketing Res. 34(1):91–106.CrossrefGoogle Scholar
  • Nelson RR, Winter SG (1982) An Evolutionary Theory of Economic Change (Harvard University Press, Cambridge, MA).Google Scholar
  • Nicolini D (2011) Practice as the site of knowing: Insights from the field of telemedicine. Organ. Sci. 22(3):602–620.LinkGoogle Scholar
  • Nicolini D, Gherardi S, Yanow D (2003) Introduction: Towards a practice-based view of knowing and learning in organizations. Nicolini D, Gherardi S, Yanow D, eds. Knowing in Organizations: A Practice-Based Approach (M.E. Sharpe, Armonk, NY), 3–31.Google Scholar
  • Nisbett RE (1980) The trait construct in lay and professional psychology. Festinger L, ed. Retrospections on Social Psychology (Oxford University Press, New York), 109–113.Google Scholar
  • Nisbett RE (1998) Essence and accident. Darley J, Cooper J, eds. Attribution Processes, Person Perception, and Social Interaction: The Legacy of Ned Jones (American Psychological Association, Washington, DC), 169–200.Google Scholar
  • Nisbett RE, Peng K, Choi I, Norenzayan A (2001) Culture and systems of thought: Holistic vs. analytic cognition. Psych. Rev. 108(2):291–310.CrossrefGoogle Scholar
  • Norenzayan A, Choi I, Nisbett RE (1999) Eastern and Western perceptions of causality for social behavior: Lay theories about personalities and situations. Prentice DA, Miller DT, eds. Cultural Divides: Understanding and Overcoming Group Conflict (Sage, New York), 239–272.Google Scholar
  • Orlikowski WJ (1996) Improvising organizational transformation over time: A situated change perspective. Inform. Systems Res. 7(1):63–92.LinkGoogle Scholar
  • Orlikowski WJ (2002) Knowing in practice: Enacting a collective capability in distributed organizing. Organ. Sci. 13(3):249–273.LinkGoogle Scholar
  • Ortner SB (2006) Anthropology and Social Theory: Culture, Power, and the Acting Subject (Duke University Press, Durham, NC).CrossrefGoogle Scholar
  • Packer MJ, Goicoechea J (2000) Sociocultural and constructivist theories of learning: Ontology, not just epistemology. Educational Psychologist 35:227–241.CrossrefGoogle Scholar
  • Porter ME (1980) Competitive Strategy, Techniques for Analyzing Industries and Competitors (Free Press, New York).Google Scholar
  • Prahalad CK, Hamel G (1994) Strategy as a field of study: Why search for a new paradigm? Strategic Management J. 15(S2): 5–16.CrossrefGoogle Scholar
  • Resnick LB, Pontecorvo C, Säljö R (1997) Discourse, tools, and reasoning. Resnick LB, Säljö R, Pontecorvo C, Burge B, eds. Discourse, Tools, and Reasoning (Springer, New York), 1–22.CrossrefGoogle Scholar
  • Rubin RE (2003) In an Uncertain World: Tough Choices from Wall Street to Washington (Random House, New York).Google Scholar
  • Schatzki TR, Cetina KK, von Savigny E (2001) The Practice Turn in Contemporary Theory (Routledge, New York).Google Scholar
  • Schwartz B (1997) Psychology, idea technology, and ideology. Psych. Sci. 8(1):21–27.CrossrefGoogle Scholar
  • Scott WR (2008a) Institutions and Organizations: Ideas and Interests (Sage, Los Angeles).Google Scholar
  • Scott WR (2008b) Approaching adulthood: The maturing of institutional theory. Theory Soc. 37(5):427–442.CrossrefGoogle Scholar
  • Sewell WH (1992) A theory of structure: Duality, agency, and transformation. Amer. J. Sociol. 98(1):1–29.CrossrefGoogle Scholar
  • Sfard A (1998) On two metaphors of learning and the dangers of choosing just one. Educational Researcher 27(2):4–13.CrossrefGoogle Scholar
  • Siggelkow N, Rivkin JW (2005) Speed and search: Designing organizations for turbulence and complexity. Organ. Sci. 16(2): 101–122.LinkGoogle Scholar
  • Simon HA (1976) Administrative Behavior, 3rd ed. (Free Press, New York).Google Scholar
  • Sorkin AR (2006) Brand-name bankers rule the street again, for now. New York Times (May 21) B5.Google Scholar
  • Spradley JP (1979) The Ethnographic Interview (Holt, Rinehart & Winston, New York).Google Scholar
  • Strauss A, Corbin J (1996) Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory (Sage, Thousand Oaks, CA).Google Scholar
  • Suchman LA (1987) Plans and Situated Actions: The Problem of Human Machine Communication (Cambridge University Press, Cambridge, UK).Google Scholar
  • Sutton RI, Hargadon A (1996) Brainstorming groups in context: Effectiveness in a product design firm. Admin. Sci. Quart. 41(4): 685–718.CrossrefGoogle Scholar
  • Swidler A (1986) Culture in action: Symbols and strategies. Amer. Sociol. Rev. 51(2):273–286.CrossrefGoogle Scholar
  • Taylor C (1993) To follow a rule…. Calhoun C, LiPuma E, Postone M, eds. Bourdieu: Critical Perspectives (Polity Press, Cambridge, UK), 45–60.Google Scholar
  • Thachankary T (1992) Organizations as “texts”: Hermeneutics as a model for understanding organizational change. Res. Organ. Change Development 6:197–233.Google Scholar
  • Tolbert PS, Zucker LG (1996) The institutionalization of institutional theory. Clegg SR, Hardy C, Nord WR, eds. Handbook of Organization Studies (Sage, London), 175–190.Google Scholar
  • Tsoukas H, Chia R (2002) On organizational becoming: Rethinking organizational change. Organ. Sci. 13(5):567–582.LinkGoogle Scholar
  • Tushman ML, Rosenkopf L (1992) Organizational determinants of technological change: Toward a sociology of technological evolution. Res. Organ. Behav. 14:311–347.Google Scholar
  • Vaara E, Whittington R (2012) Strategy as practice: Taking social practices seriously. Acad. Management Ann. 6(1):285–336.CrossrefGoogle Scholar
  • Weick KE (1993) Sensemaking in organizations: Small structures with large consequences. Murnighan JK, ed. Social Psychology in Organizations: Advances in Theory and Research (Prentice Hall, Englewood Cliffs, NJ), 10–37.Google Scholar
  • Weick KE (1998) Improvisation as a mindset for organizational analysis. Organ. Sci. 9(5):543–555.LinkGoogle Scholar
  • Weick KE, Quinn RE (1999) Organizational change and development. Annual Rev. Psych. 50:361–386.CrossrefGoogle Scholar
  • Weick KE, Roberts KH (1993) Collective mind in organizations: Heedful interrelating on flight decks. Admin. Sci. Quart. 38(3): 357–381.CrossrefGoogle Scholar
  • Weiss RS (1994) Learning from Strangers: The Art and Method of Qualitative Interview Studies (Free Press, New York).Google Scholar
  • Wong L (2004) Developing Adaptive Leaders: The Crucible Experience of Operation Iraqi Freedom (United States Army Strategic Studies Institute, Carlisle, PA).CrossrefGoogle Scholar
  • Yanow D, Tsoukas H (2009) What is reflection-in-action? A phenomenological approach. J. Management Stud. 46(8): 1339–1364.CrossrefGoogle Scholar
  • Yin RK (1984) Case Study Research (Sage, Beverly Hills, CA).Google Scholar
  • Zimbardo PG, Boyd JN (1999) Putting time in perspective: A valid, reliable individual-differences metric. J. Personality Soc. Psych. 77(6):1271–1288.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.