Changing Rules, Changing Practices: The Direct and Indirect Effects of Tight Coupling in Figure Skating

Published Online:https://doi.org/10.1287/orsc.2015.1018

References

  • Adler PS (2006) Beyond hacker idiocy: The changing nature of software community and identity. Heckscher C, Adler PS, eds. The Firm as a Collaborative Community: Reconstructing Trust in the Knowledge Economy (Oxford University Press, New York), 198–258.Google Scholar
  • Adler P, Borys B (1996) Two types of bureaucracy: Enabling and coercive. Admin. Sci. Quart. 41(1):61–89.CrossrefGoogle Scholar
  • Aurini J (2006) Crafting legitimation projects: An institutional analysis of private education businesses. Sociol. Forum 21(1):83–111.CrossrefGoogle Scholar
  • Barman E (2007) An institutional approach to donor control: From dyadic ties to a field-level analysis. Amer. J. Sociol. 112(5):1416–1457.CrossrefGoogle Scholar
  • Basu ON, Dirsmith MW, Gupta PP (1999) The coupling of the symbolic and the technical in an institutionalized context: The negotiated order of the GAO’s audit reporting process. Amer. Sociol. Rev. 64(4):506–526.CrossrefGoogle Scholar
  • Brooks JR (2004) New judging waits for approval; Vote scheduled for June: New scoring system came about after the Salt Lake Games figure skating scandal. Salt Lake Tribune (February 8), C8.Google Scholar
  • Brunsson N (2009) Reform as Routine: Organizational Change and Stability in the Modern World (Oxford University Press, New York).Google Scholar
  • Brunsson N, Jacobsson B (2000) A World of Standards (Oxford University Press, New York).Google Scholar
  • Carruthers BG, Espeland WN (1991) Accounting for rationality: Double-entry bookkeeping and the rhetoric of economic rationality. Amer. J. Sociol. 97(1):31–69.CrossrefGoogle Scholar
  • Clark R (2010) Technical and institutional states: Loose coupling in the human rights sector of the world polity. Sociol. Quart. 51(1):65–95.CrossrefGoogle Scholar
  • Coburn CE (2004) Beyond decoupling: Rethinking the relationship between the institutional environment and the classroom. Sociol. Ed. 77(3):211–244.CrossrefGoogle Scholar
  • Dobbin F, Kelly EL (2007) How to stop harassment: Professional construction of legal compliance in organizations. Amer. J. Sociol. 112(4):1203–1243.CrossrefGoogle Scholar
  • Edelman LB, Krieger LH, Eliason SR, Albiston CR, Mellema V (2011) When organizations rule: Judicial deference to institutionalized employment structures. Amer. J. Sociol. 117(3):888–954.CrossrefGoogle Scholar
  • Espeland WN, Sauder M (2007) Rankings and reactivity: How public measures recreate social worlds. Amer. J. Sociol. 113(1):1–40.CrossrefGoogle Scholar
  • Feldman MS (1992) Social limits to discretion: An organizational perspective. Hawkins K, ed. The Uses of Discretion (Clarendon, Oxford, UK), 163–184.Google Scholar
  • Feldman MS, Orlikowski WJ (2011) Theorizing practice and practicing theory. Organ. Sci. 22(5):1240–1253.LinkGoogle Scholar
  • Finney HC (1993) Mediating claims to artistry: Social stratification in a local visual arts community. Sociol. Forum 8(3):403–431.CrossrefGoogle Scholar
  • Greenfeld L (1988) Professional ideologies and patterns of “gatekeeping”: Evaluation and judgment within two art worlds. Soc. Forces 66(4):903–925.CrossrefGoogle Scholar
  • Gunts B, Michaels D (2002a) Figure skating. XIX Olympic Winter Games NBC (February 11).Google Scholar
  • Gunts B, Michaels D (2002b) Figure skating. XIX Olympic Winter Games NBC (February 21).Google Scholar
  • Gunts B, Michaels D (2010) Figure Skating. XXI Olympic Winter Games NBC (February 25).Google Scholar
  • Hallett T (2010) The myth incarnate: Recoupling processes, turmoil, and inhabited institutions in an urban elementary school. Amer. Sociol. Rev. 75(1):52–74.CrossrefGoogle Scholar
  • Hallett T, Ventresca MJ (2006) Inhabited institutions: Social interactions and organizational forms in Gouldner’s Patterns of Industrial Bureaucracy. Theory Soc. 35(2):213–236.CrossrefGoogle Scholar
  • Hoffman AJ (2001) Linking organizational and field-level analyses: The diffusion of corporate environmental practice. Organ. Environment 14(2):133–156.CrossrefGoogle Scholar
  • International Skating Union (2010) Communication No. 1611: Scale of values, levels of difficulty and guidelines for marking grade of execution for single and pair skating. Accessed October 8, 2015, http://static.isu.org/media/104901/1611-sandptc-comm-sov-levels-goe-2010-2011.pdf.Google Scholar
  • International Skating Union (2013) Program components overview. Accessed October 8, 2015, http://static.isu.org/media/146428/program-components-overview-2014.pdf.Google Scholar
  • Jacobsson B (2000) Standardization and expert knowledge. Brunsson N, Jacobsson B, eds. A World of Standards (Oxford University Press, New York), 40–49.Google Scholar
  • Jick TD (1979) Mixing qualitative and quantitative methods: Triangulation in action. Admin. Sci. Quart. 24(4):602–611.CrossrefGoogle Scholar
  • Kellogg KC (2009) Operating room: Relational spaces and microinstitutional change in surgery. Amer. J. Sociol. 115(3):657–711.CrossrefGoogle Scholar
  • King RD (2008) Conservatism, institutionalism, and the social control of intergroup conflict. Amer. J. Sociol. 113(5):1351–1393.CrossrefGoogle Scholar
  • Lemann N (2000) The Big Test: The Secret History of the American Meritocracy (Farrar, Strauss, and Giroux, New York).Google Scholar
  • Lipsky M (1980) Street-Level Bureaucracy: Dilemmas of the Individual in Public Services (Russell Sage, New York).Google Scholar
  • Maccoby M (2006) Health care organizations as collaborative learning communities. Heckscher C, Adler PS, eds. The Firm as a Collaborative Community (Oxford University Press, New York), 259–280.Google Scholar
  • March JG, Schulz M, Zhou X (2000) The Dynamics of Rules: Change in Written Organizational Codes (Stanford University Press, Stanford, CA).CrossrefGoogle Scholar
  • Meyer JW (2002) Forward. Hoffman AJ, Ventresca MJ, eds. Organizations, Policy, and the Natural Environment (Stanford University Press, Palo Alto, CA), xiii–xvii.Google Scholar
  • Meyer JW, Rowan B (1977) Institutionalized organizations: Formal structure as myth and ceremony. Amer. J. Sociol. 83(2):340–363.CrossrefGoogle Scholar
  • Mitchell VL, Zmud RW (1999) The effects of coupling IT and work process strategies in redesign projects. Organ. Sci. 10(4):424–438.LinkGoogle Scholar
  • Motto JW (2010) No child left behind, no artist moving forward: Shrinking art education programs with harmful implications for childhood development. Children’s Legal Rights J. 30(2):1–21.Google Scholar
  • Orton JD, Weick KE (1990) Loosely coupled systems: A reconceptualization. Acad. Management Rev. 15(2):203–223.CrossrefGoogle Scholar
  • Perrow C (1999) Normal Accidents: Living with High-Risk Technologies, with a New Afterword and a Postscript on the Y2K Problem (Princeton University Press, Princeton, NJ).Google Scholar
  • Porter TM (1995) Trust in Numbers: The Pursuit of Objectivity in Science and Public Life (Princeton University Press, Princeton, NJ).Google Scholar
  • Power M (2003) Auditing and the production of legitimacy. Account. Organ. Soc. 28(4):379–394.CrossrefGoogle Scholar
  • Roberts S (2006) History will judge the judge by the changes she caused. New York Times (February 7), G4.Google Scholar
  • Sauder M, Espeland WN (2006) Strength in numbers? The advantages of multiple rankings. Indiana Law J. 81(1):205–227.Google Scholar
  • Sauder M, Espeland WN (2009) The discipline of rankings: Tight coupling and organizational change. Amer. Sociol. Rev. 74(1):63–82.CrossrefGoogle Scholar
  • Schneiberg M, Clemens ES (2006) The typical tools for the job: Research strategies in institutional analysis. Sociol. Theory 24(3): 195–227.CrossrefGoogle Scholar
  • Schneider BL, Keesler VA (2007) School reform 2007: Transforming education into a scientific enterprise. Annual Rev. Sociol. 33(1):197–217.CrossrefGoogle Scholar
  • Selznick P (1996) Institutionalism “old” and “new.” Admin. Sci. Quart. 41(2):270–277.CrossrefGoogle Scholar
  • Shore C, Wright S (2000) Coercive accountability: The rise of audit culture in higher education. Strathern M, ed. Audit Cultures (Routledge, London), 57–89.Google Scholar
  • Star SL, Lampland M (2009) Reckoning with standards. Lampland M, Star SL, eds. Standards and Their Stories: How Quantifying, Classifying, and Formalizing Practices Shape Everyday Life (Cornell University Press, Ithaca, NY), 3–24.Google Scholar
  • Stevens ML (2007) Creating a Class: College Admissions and the Education of Elites (Harvard University Press, Cambridge, MA).Google Scholar
  • Stinchcombe AL (2001) When Formality Works: Authority and Abstraction in Law and Organizations (University of Chicago Press, Chicago).Google Scholar
  • Suchman MC (1995) Managing legitimacy: Strategic and institutional approaches. Acad. Management Rev. 20(3):571–610.CrossrefGoogle Scholar
  • Timmermans S, Berg M (2003) The Gold Standard: The Challenge of Evidence-Based Medicine and Standardization in Health Care (Temple University Press, Philadelphia).Google Scholar
  • Timmermans S, Epstein S (2010) A world of standards but not a standard world: Toward a sociology of standards and standardization. Annual Rev. Sociol. 36(1):69–89.CrossrefGoogle Scholar
  • Tsoukas H, Chia R (2002) On organizational becoming: Rethinking organizational change. Organ. Sci. 13(5):567–582.LinkGoogle Scholar
  • Vecsey G (2003) Old skating hands ripping the system. New York Times (March 26), S4.Google Scholar
  • Weber M (1968) Economy and Society: An Outline of Interpretive Sociology (Bedminster, New York).Google Scholar
  • Westphal JD, Zajac EJ (2001) Decoupling policy from practice: The case of stock repurchase programs. Admin. Sci. Quart. 46(2):202–228.CrossrefGoogle Scholar
  • Yair G, Khatab N (1995) Changing of the guards: Teacher-student interaction in the intifada. Sociol. Ed. 68(2):99–115.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.