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Theoretical Principles of Sociology, Volume 3 pp 213–301Cite as

The Dynamics of Organizations

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Abstract

This chapter examines complex organizations as a distinctive type of corporate unit. The macrolevel environment of organizations is examined first, with an emphasis on the structural and cultural fields of organizations. With respect to cultural fields, the differentiation of culture, the degree of integration of culture, the rate and circulation of generalized symbolic media, the ideologies and meta-ideologies, and the cultural logics are emphasized. With regard to structural fields, emphasis is on the modes and mechanism of integration among organizations—that is, segmentation, differentiation, interdependencies (via exchange, mobility, overlap, and embeddedness), power, and domination are examined. Then, the resource niches of organizations are assessed, drawing from theory in organizational ecology. Next, microlevel environments of organizations are examined, with special emphasis on emotional arousal and need states, identity dynamics, exchange payoffs, and group inclusion. Then, the mesolevel environments of organizations are explored, emphasizing the effects of other corporate units on organizations (groups, communities, other organizations). The effects of selection pressures and resource niches on organizational foundings are stressed. The dynamics of groups within organizations as an environment of any organization are examined. Structural dynamics within organizations are then explored, emphasizing organizational size and division of labor, centralization and decentralization of organizations, incentive systems in organizations, organizational culture, expectation states and emotional arousal, hierarchy and stratification, and organizational change. The chapter closes with a series of abstract theoretical principles on organizational dynamics within micro- and macroenvironments.

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Notes

  1. 1.

     There is a great deal of literature on “fields” and “logics” of culture. Still, these concepts remain surprisingly vague. For relevant discussions, see DiMaggio (1986, 1990, 1994, 1997), DiMaggio and Powell (1983, 1991), Meyer and Rowan (1997), Zucker (1983, 1988), and Friedland and Alford (1991).

  2. 2.

     This notion of field is most evident in the “new institutionalism” and some of its critics who argue for the retention of the “old institutionalism.” See Abrutyn and Turner (2011a), Abbott (1992), Barley and Tolbert (1997), Barnett and Carroll (1993), Dacin (1997), Douglas (1986), Fligstein (2001), Hirsch (1997), Meyer (1983), Rowan (1982), Sahlin-Anderson (1996), Sahlin-Anderson and Engwall (2002), Scott (1987, 1994a, 1994b, 2005, 2008a, b), Scott and Meyer (1983), Stinchombe (1997), Thornton (2004), Tolbert and Zucker (1983, 1996), and Zucker (1983).

  3. 3.

       Douglas (1986), Fligstein (2001)and Friedland and Alford (1991).

  4. 4.

     Hannan and Freeman (1977, 1989), Aldrich (1999), Moorman and Miner (1998), Pettigrew (1979), Zucker (1983, 1988), and Scott (1987, 1994a, 1994b, 2005, 2008a, b).

  5. 5.

     In other works (Turner 2002a, b, 2008a, 2010b), I have included two other transactional needs: trust and facticity. These needs still operate, but in the context of an organization, I think that they are less central, and so I am not including them in the discussion.

  6. 6.

     There is considerable debate over the pervasiveness of isomorphism in organizational fields and niches. The “new institutionalisms” tends to emphasize isomorphism, whereas those who adhere to the “old institutionalism” argue that under certain conditions, isomorphism will give way to differentiation among organizations. For explicit critiques of the “new institutionalism,” see Mizzruchi and Fein (1999), Beckert (2010), Abbott (1992), Stinchombe (1997), and Abrutyn and Turner (2011a), and for those who suggest isomorphism does not always occur, see Hall and Soskice (2001), Whitley (1994, 1999), Dobbin (1994), Streeck and Thelen (2005), and Hamilton and Biggard (1992).

  7. 7.

     There is an accumulating literature on “virtual teamwork” in organizations, and it is clear that it poses problems for the operation of an organization. See, for example, Bradley and Vozikis (2004), Hedberg et al. (1997), Jackson (1999), Jones et al. (2005), Jones et al. (2005), Magiera and Powlak (2004), McKenna and Green (2002), Pauleen (2004), Picherit (2004), Rutte (2006), Shostak (1998), and Igbaria and Tan (1998).

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    Jonathan H. Turner

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Turner, J.H. (2012). The Dynamics of Organizations. In: Theoretical Principles of Sociology, Volume 3. Springer, New York, NY. https://doi.org/10.1007/978-1-4419-6221-8_6

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