Administrative Science Quarterly
Выпуск N4 за 2000 год
Agency and social networks: Strategies of action in a social structure of position, opposition, and opportunity [статья]
Опубликовано на портале: 15-12-2002William B. Stevenson, Danna Greenberg Administrative Science Quarterly. 2000. Vol. 45. No. 4. P. 651-678.
This study uses social movement concepts to explain the success and failure of actors in a network of relationships trying to influence policies on environmental issues in a small city. Results show that strategies to take action and mobilize others in a network of interorganizational relationships can vary depending on the social context, which consists of the political opportunity structure defined by government regulators, whether the actor faces opposition, and the actor's position in the network. Decisions to engage in strategies to try to influence government regulators directly, to use a broker to reach agreements with the opposition, or to form a coalition with actors in other organizations to influence government decision makers are affected by this social context. Results also show that even peripheral actors, usually assumed to be powerless in network studies, can influence policy if they use a direct-contact strategy and the political opportunity structure is favorable.
Опубликовано на портале: 15-12-2002Thomas D'Aunno, Melissa Succi, Jeffrey C. Alexander Administrative Science Quarterly. 2000. Vol. 45. No. 4. P. 679-703.
This paper focuses on a radical change, in which organizations abandon an institutionalized template for arranging their core activities, that is likely to occur in organizational fields that have strong, local market forces and strong but heterogeneous institutional forces. The role of market forces and heterogeneous institutional elements in promoting divergent change in core activities among all U.S. rural hospitals from 1984 to 1991 is examined. Results support the view that divergent change depends on both market forces (proximity to competitors, disadvantages in service mix) and institutional forces (state regulation, ownership and governance norms, and mimicry of models of divergent change).