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This paper investigates the differential effects of transformational leadership and the “iron cage” on trust, commitment and team efficacy at the team level. Transformational leadership has been shown to have positive effects on trust, commitment and team efficacy. However, it could be argued that these results are not due to the leadership but to the idea that the team has developed strong norms that constrain their behavior and “force” them to perform. The rival hypothesis that the iron cage results in trust, commitment and team efficacy is tested using hierarchical regression analysis. We find that transformational leadership in teams predicts trust, commitment and team efficacy over and beyond the perceptions of the iron cage. The iron cage adds to the prediction of commitment only. Results suggest that while encouraging strong values and norms within a team will lead to increased commitment, focusing on transformational leadership in teams is a more effective way to encourage the development of trust, commitment and team efficacy.

In this paper, we call for renewed attention to the structure and structuring of work within and between organizations. We argue that a multi-level approach, with jobs as a core analytic construct, is a way to draw connections among economic sociology, organizational sociology, the sociology of work and occupations, labor studies and stratification and address the important problems of both increasing inequality and declining economic productivity.

The aim of this chapter is to promote a reflection on how the smart mobs are established, despite the 2014 FIFA World Cup in Brazil, that took place in Brazil from June 12 to July 13, 2014, in comparison with the organizational model of the contemporary Brazilian public management, emphasizing that, in spite of “major reforms” carried out and of the progressive speeches, the focus continues to be the way to control the resources and the people, including the construction of Infrastructure for 2014 FIFA World Cup in Brazil, especially based on Principle 10 (Anti-Corruption) of UN Global Compact initiative.

This chapter draws both on primary and secondary qualitative data, especially the literature of smart mobs, as well as public management models in Brazil, mainly based on Guerreiro Ramos, which constitutes the theoretical framework for the analysis, as well as “deep interviews” with citizens, which was protesting against the FIFA World Cup, that was analyzed through an interpretative approach, the phenomenography, based mainly on “International business, corruption and bribery” topic to develop a cross line framework.

The chapter provides an analytical framework to reinforce the growing practice of social control that can improve the public management model in Brazil through the development of the societal administration (substantive rationality); presenting that to the extent that the Brazilian government organizational model was not intended to “interact” with society, it has contributed to generate an unsatisfied demand for democracy in Brazilian citizens, whom support the United Nations Global Compact initiative and do not support the current model of the Executive Branch.

Given the recent smart mobs in Brazil and the lack of clear analytical axes for the orientation of research in organizational studies regarding the Brazilian public administration, as well as fragmentation in their respective academic production, it is hoped that these theoretical reflections and empirical results can contribute to promote academic progress for the Public Management in Brazil, as well as for the Corporate Citizenship all over the world.

The chapter introduces a general reflection on the relations between these study objects, in order to foster new research. It is expected that this work will help to increase the debate about the importance of the Brazilian public management, in particular, but the international public administration too (mainly the United Nations [UN] members states), to include substantive rationality for managers, so they can better understand and respond more effectively to the needs of citizens, companies, and organizations.

Arnold Heertje's short book on Schumpeter is made up of 11 essays. Three of them are published here for the first time while others date back to 1977. Heertje says that he first discovered the relevance of Schumpeter's economics as a student of Pieter Hennipman at the University of Amsterdam in the early 1950s. Understanding Schumpeter's work has for him been a lifetime quest.

With the shift from an industrial to a knowledge economy, organization theorists continue to address the role and nature of control in organizational structure. The continuing utility of bureaucracy in new organizational forms was a focal point for this discussion. Research on this shift contributes to the ongoing debate on the role of ethics in bureaucratic and post-bureaucratic organizations. This paper suggested that the work of the artist Joseph Cornell provides a visual representation of the dimensions of this debate. First, the paper introduced Cornell to the reader. Next, the paper reviewed the research on bureaucratic and post-bureaucratic organizations with a focus on ethics, control, and enchantment in organizations. To provide visual reflections of the literature, this paper embedded examples of Cornell’s works throughout the discussion. Cornell’s art not only provides representations of these organizational forms, but also demonstrates how conflicts of an artist capture the development of thought within this area of organizational analysis.

The purpose of this paper is: to explore the concept of finance shared service centres (SSCs) through an interpretive case study based on a structuration in organizational fields framework; to explore the implications for the finance function, in terms of how finance both drives change within the multi‐divisional organisation and also is affected by change; and to interpret the SSC phenomenon in the light of the Iron Cage analogy.

A structuration in organization fields approach is used to interpret influences and actions in a longitudinal case study of a finance SSC.

The SSC can be seen as an emergent strategic project. The paper argues that the new organisational form of the SSC, together with the finance function's reflexive and recursive position of driving change are influenced by changes in the economic and institutional influences in the organisational field but in a manner that is both evolutionary and nuanced. A further observation is that management accounting systems are both changed and made stable by the SSC.

The field work consists of a single case study so as to give a sufficiently deep understanding of how external and internal discourse has influenced the development of a SSC over time.

The paper argues that the unbundling and reconfiguration of support services represents more than simply a rational response to cost reduction and efficiency savings. Indeed, the more fundamental nature of change in the finance function stemming from new structures and processes of the SSC can be understood better once the SSC model has been conceptualised in the context of overall interactions within the multi‐divisional corporation and with its organisational.

To show that, although it is not intuitively evident, it is clear that, for the researchers, studying alienation is one way of doing social science that contributes to making society better.

Reference is made to early sociologists who developed theories that describe and explain the revolutionary effects of modernity, as evidenced in industrialization and in the enlightenment. The references include Durkheim who developed the concept of anomie to suggest disorders of the consciousness; Weber who described the effects of bureaucratization as an iron cage; and Marx who discussed alienation as a comprehensive structural concept.

In light of what they saw as the key concept for the frustrations, each of the fathers of sociology had a view of how the malaise of modernity could be overcome. Today, some sociologists can point to concrete paths to improvement. Critical sociologists show that, although alienation is still prevalent, the very structures that cause its persistence also indicate how it can be undermined so as to lead to a reconstruction of society. Systems analysts are also able to delve into the systemic potential for releasing energies of liberation through the dynamic interplay of macro‐arrangements, micro‐procedures, and emotions.

Given that it is important to researchers who study alienation to find ways for reconstructing social relations, it is gratifying to know that, in his work as the President of the Research Committee for the study of alienation, Felix Geyer applied the systems approach to a construction of de‐alienating modes of collaboration, even as he continued to develop his own research productively.