Conventional research in organizational theory highlights the role of board interlocks in facilitating business collective action. In this article, I propose that business collective action affects the evolutionary path of interlock networks. In particular, large market players’ response after a collective action to the classic problem of the "exploitation" of the great by the small provides a mechanism for interlocks to evolve.
Community reactions against organizations can be driven by negative information spread through a diffusion process that is distinct from the diffusion of organizational practices. Bank panics offer a classic example of selective diffusion of negative information. Bank panics involve widespread bank runs, although a low proportion of banks experience a run. We develop theory on how organizational similarity, community similarity, and network proximity create selective diffusion paths for resistance against organizations.
Lawyers keep the gates of public justice institutions, particularly through their roles in formal procedures like hearings and trials. Yet, it is not clear what lawyers do in such quintessentially legal settings: conclusions from past research are bedeviled by a lack of clear theory and inconsistencies in research design. Conceptualizing litigation work in terms of professional expertise, I conduct a theoretically grounded synthesis of the findings of extant studies of lawyers’ impact on civil case outcomes.
ASA speaks with sociologist Doug Hartmann at the 2016 ASA Annual Meeting on August, 2016, in Seattle, WA. Hartmann talks about what it means to “do sociology,” how he uses sociology in his work, highlights of his work in the field, the relevance of sociological work to society, and his advice to students interested in entering the field.
A recurring theme in sociological research is the tradeoff between fitting in and standing out. Prior work examining this tension tends to take either a structural or a cultural perspective. We fuse these two traditions to develop a theory of how structural and cultural embeddedness jointly relate to individual attainment within organizations. Given that organizational culture is hard to observe, we develop a novel approach to assessing individuals’ cultural fit with their colleagues based on the language expressed in internal e-mail communications.
The relationship between social movements and formal organizations has long been a concern to scholars of collective action. Many have argued that social movement organizations (SMOs) provide resources that facilitate movement emergence, while others have highlighted the ways in which SMOs institutionalize or coopt movement goals.
Since the 1970s, market restructuring has shifted many workers into workplaces heavily reliant on sales to outside corporate buyers. These outside buyers wield substantial power over working conditions among their suppliers. During the same period, wage growth for middle-income workers stagnated. By extending organizational theories of wage-setting to incorporate interactions between organizations, I predict that wage stagnation resulted in part from production workers’ heightened exposure to buyer power.
The “elitist approach” to democratization contends that “democratic regimes that last have seldom, if ever, been instituted by mass popular actors” (Huntington 1984:212). This article subjects this observation to empirical scrutiny using statistical analyses of new democracies over the past half-century and a case study. Contrary to the elitist approach, I argue that new democracies growing out of mass mobilization are more likely to survive than are new democracies that were born amid quiescence.