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Organizations remain a vital sociological topic, but organizational sociology, as a subfield, has evolved significantly since its inception. In this paper, I argue that organization sociology is becoming increasingly disconnected from organizational theory, as currently conceived. The focus of sociological research on organizations has become more empirically grounded in the study of social problems and how organizations contribute to them. Sociologists continue to see organizations as important actors in society that play a role in shaping social order and as contexts in which social processes play out. I propose two main sociological approaches for organizational research, which I describe as “organizations within society” and “society within organizations.” The first approach examines the role of organizations as building blocks of social structure and as social actors in their own right. The second approach treats organizations as platforms and locations of social interactions and the building of community. These approaches are somewhat disconnected from the sort of grand theorizing that characterizes much of organizational theory. I argue that the problem-oriented sociology of these two approaches offers a vital way for organizational scholars to expand and theoretically revitalize the field.

Despite their centrality to organizing – acknowledged by several theorists – unplanned conversations are often marginalized in organizational theory. To remedy this oversight, we recenter attention on this understudied aspect of organizing. We draw on the affordances perspective to elaborate on the spatial and temporal factors influencing unplanned conversations.

This conceptual paper integrates multidisciplinary literature on unplanned conversations to identify a range of spatiotemporal factors influencing unplanned conversations. Our approach emphasizes how various situational factors afford or hinder opportunities for unplanned conversations among organizational members.

Unplanned conversations were precisely defined as opportunistic or spontaneous conversations, characterized by the absence of pre-planning, that can be work or non-work-related. Then, the characteristics of unplanned conversations (emergent, episodic and brief, interrelated, convenient, and improvisational) were outlined, indicating their distinct organizing and structuring capabilities. The spatial (i.e. spatial proximity, visibility, legitimacy, and psychological safety) and temporal (i.e. work time pressure, work history, work expertise, and work routineness) factors identified in the study both afford and constrain individuals’ unplanned conversations. The empirically testable propositions offered in the study have significant theoretical and practical implications.

This study enriches our understanding of unplanned conversations by offering a precise conceptual definition, outlining their essential characteristics, and underscoring their theoretical and practical significance in organizing. The study highlights the need for organizations to consider the spatiotemporal factors that influence unplanned conversations.

During everyday work, individuals often engage in unplanned conversations that help them develop relationships, share information and coordinate tasks. Unfortunately, the work-from-home mandates issued due to the pandemic have reduced the frequency of unplanned conversations among employees. So, as businesses reopen, organizations are considering post-pandemic workplace solutions that can facilitate unplanned conversations. To aid these efforts and move research and theory on unplanned conversations forward, this study proposes and tests a multi-factor model of the antecedents of unplanned conversations.

This study adopted a multi-methodological approach and collected data using automated sensing technology, structured observations and cross-sectional survey methods. A total of 5,297 unplanned conversations among 61 employees were recorded using the custom mobile application and structured observations. Cross-sectional survey data about these employees' work contexts were also collected.

The study results showed that the model significantly predicted the frequency of unplanned conversations. Notably, technical expertise, perceived time pressure and team psychological safety significantly predicted the frequency of unplanned conversations. The study findings have both theoretical and practical significance.

Previous research studies have primarily focused on the influence of workplace designs on unplanned conversations. However, this study demonstrates that several other factors facilitate unplanned conversations. This research theorizes and empirically tests the relationship between unplanned conversations and several individual, team and organizational factors.

This paper argues for an increased volume of references to Gabriel Tarde and Georg Simmel in the field of organization sociology. The text emphasizes the importance of these two sociologists in understanding the role of imperfection in organizing and the phenomena of fashion and imitation in contemporary organizations. Tarde’s theory challenged the antinomy between continuity and discontinuity, considering finite entities as cases of infinite processes and stable situations as transitory. Simmel’s theory of fashion explores the democratic and democratizing nature of fashion, which satisfies the demand for social adaptation and differentiation. They both saw fashion as a selection mechanism for organizational forms and managerial practices. Furthermore, referring to Tarde and Simmel can help counter the overemphasis on identity construction and the neglect of alterity in social sciences. The construction of identity often overlooks the inevitability of difference and alterity, which are essential aspects of collective projects. Lastly, this paper discusses Simmel’s concept of the stranger and its relevance in analyzing the experiences of foreigners and their potential advantages as “double strangers” in academia and society. The conclusion is that Tarde and Simmel’s contributions offer valuable insights for understanding the dynamics of management, organizing, and social interactions in contemporary organizations.

The emergence of new generations of artificial intelligence (AI), such as ChatGPT or Copilot has brought about a wave of innovation in the service workplace. These robotic agents can serve as companions, helping employees cope with work-related stress. This research introduces the concept of “artificial companionship,” which explains how robotic agents can function as partners in assisting service employees to fulfill their job responsibilities and maintain their mental well-being.

This research uses a mixed methods approach grounded in social support theory from psychology and management to develop a conceptual framework for the stress-alleviating implications of artificial companionship. A qualitative employee survey is conducted to justify the relevance of the propositions.

This research delineates the concept of artificial companionship. It highlights four distinct roles that AI can play in companionship – instrumental, informative, caring, and intimate. Building on this foundation, the research presents a series of propositions that elucidate the potential of artificial companionship in mitigating stress among employees.

Firms should consider aligning the types of artificial companionship with the demands inherent in employees’ job responsibilities to better reinforce their resilience and sustainment in overcoming work-related challenges.

This research introduces a new perspective on artificial companionship through the lens of social support theory. It extends the current understanding of human-robot collaboration in service workspaces and derives a set of propositions to guide future investigations.

This paper aims to carry out a comprehensive overview of the academic debate on utilities’ non-financial reporting by highlighting the main issues and the emerging gaps.

Using a structured literature review, this study identifies the state of the art, maps the evolution of non-financial reporting in utility companies and reveals unexplored issues and aspects.

A critical analysis of the existing academic debate shows the development of utilities’ non-financial reporting literature and the focus of this debate. It provides insight into how utilities pay attention to non-financial reporting, what role this plays in corporate actions and relationships with stakeholders and what research gaps need further investigation.

This study provides some useful recommendations to practitioners and regulators to be more conscious of the weaknesses and criticalities of utilities’ non-financial reporting and to address them when building such reporting. However, this study considered only articles published in peer-reviewed academic journals.

A comprehensive literature review in the utilities’ non-financial reporting area is timely, given the increase in this type of reporting. The study has an original focus and develops an analytical framework highlighting the peculiarities of utilities.

This paper analyzes the ways in which accounting enables operations managers to enter and perform multiple roles in their interplay with organizational groups on the shop floor and in management, and the associated negotiations that operations managers have with “the self.”

Using field-based studies in a mining organization, the study draws on Goffman’s backstage–frontstage metaphor to analyze how operations managers enter and perform several roles with the aid of accounting.

The findings show that accounting legitimizes operations managers when they cross organizational boundaries, as accounting gives them an “entry ticket” that legitimizes their presence with the group. Accounting further allows operations managers to embrace more than one role by “putting on a mask” to become an outsider or insider in relation to a group. In performing their roles, operations managers exhibit varying attributes and knowledge. Accounting can thereby be withheld from, or shared with, organizational groups. The illusion of accounting as deterministic presented frontstage is not necessarily negotiated that way backstage. Rather, alternatives discussed backstage often become silenced in the frontstage performance. The study concludes that operations managers cross boundaries, embrace roles and exert agency as they navigate with accounting, enrolling it into their performance simultaneously as they backstage reflect upon accounting and its role for their everyday work.

This study relies on the frontstage/backstage metaphor to visualize the discrepancies in how accounting is enrolled into role performances and how seemingly categorical fronts do not necessarily share that dominant position backstage.

This study examines the construction of essential labour during the early months of the COVID-19 pandemic in the United States. Research questions include: (1) How have government policies shaped designations of essential versus non-essential labour? (2) What are the consequences of these designations for essential workers? To address these questions, the author employs a case study of custodial services employees at Prairie University, a large public university in a major Texas city (Prairietown). The author begins with an examination of federal, state, and municipal guidelines about COVID-19 safety and critical infrastructure in order to understand the policy landscape within which custodial employees at Prairie University were formally deemed essential. Drawing on theories of non-nurturant care work, the author shows how government guidelines for essential work released during the early period of the COVID-19 pandemic discursively invisibilized cleaning labourers. The author then demonstrates how this invisibilization contributed to Prairie University custodial services staff members’ exposure to COVID-19. The author concludes by considering the implications of the findings for future research on care work and the construction of essential labour.

This case study delves into the evolving landscape of equity, inclusion and diversity (EID) initiatives within the health-care sector, with a specific focus on the “EverybodyIN” program implemented at the Mayo Clinic, a large academic Medical Center in the USA. Against the backdrop of growing awareness catalyzed by societal events, this case study aims to explore the multifaceted aspects of workplace conversations aimed at addressing racial disparities and fostering a more inclusive environment.

The case study relies on the application of critical race theory and a social constructionist approach to investigate the impact of a subset of voluntary educational conversations that were centered on the Black/African-American experience, on staff members’ racial understanding and allyship within the health-care organization. Through thematic analysis of postevent surveys and participant sentiments, three overarching themes emerged: appreciation, education and validation.

Through thematic analysis of postevent surveys and participant sentiments, three overarching themes emerged: appreciation, education and validation. The findings underscore the pivotal role of leadership buy-in, evidence-based practices, health equity and an ongoing commitment to “the journey” in successful EID efforts. The results highlight the significance of integrating EID into health-care organizations as a continuous endeavor that aligns with organizational values and mission.

The findings underscore the pivotal role that theory and practice play through a newly described framework that includes leadership buy-in, evidence-based practices, health equity and an ongoing commitment to “the journey” for successful EID efforts.

The results highlight the significance of integrating EID into health-care organizations as a continuous endeavor that aligns with organizational values and mission.

By fostering a safe and informed space for dialogue, organizations can empower staff to engage authentically and acquire cultural competence that may contribute to advancing health equity.