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Purpose – Although scholars have long been interested in how social movements use mass media to forward their goals, sociological research almost exclusively focuses on the ability of activist groups to get their ideas and organizations in general audience, mainstream media coverage. This paper contributes to a more systematic understanding of media coverage outcomes by broadening the range of outlets considered relevant to political discourse. In addition to mainstream venues, we consider conservative and liberal/left outlets in our analysis of social movement organization media coverage.

Method – Using negative binomial regression, we analyze how organizational characteristics, organizational frames, political elites, and event type affect the rates of social movement organization media coverage in mainstream and partisan news venues.

Findings – We find that the independent variables play very different roles in mainstream and partisan media coverage outcomes. Specifically, while organizational characteristics and frames often enhance the media coverage outcomes of activist groups in mainstream venues, political elites have no effect at all. In contrast, organizational characteristics and frames do not affect social movement media coverage in partisan outlets, whereas political elites and event type do.

Originality of the paper – Conceptually, this research broadens how scholars think about the relationship between social movement groups and mass media as well as the factors that influence media outcomes.

While mainstream organization theory has contributed to making organizations a productive part of society, they have simultaneously contributed to the creation of a “dark side” of organizational existence that stifles the individual, frustrates the attainment of desired social ends and distorts many core values of democratic societies. Mainstream theory recognizes this “dark side,” but has been unsuccessful at suggesting how it might be ameliorated or avoided. The writings of Foucault, however, reveal not only how the “dark side” arises but also how it might be avoided so that organizations may develop and pursue interests in common with both society and the individual.

There is growing interest in diversity in the environmental field. The issue has become more pertinent as country undergoes noticeable demographic changes. Researchers have been interested in diversity for sometime too. This chapter traces the evolution of research on diversity and the environment. It discusses the results of new studies examining students' attitudes toward their work in environmental organizations as well as their salary expectations. The chapter also analyzes the demographic characteristics of the leadership of environmental institutions as well as their hiring and recruiting practices.

A significant body of extant empirical evidence has shown that online customer reviews (OCRs) are important in driving organizational performance outcomes. However, it is posited in this manuscript that the relationship between OCRs and organizational performance is unlikely to be the same in all cases. This paper aims to study if niche organizations experience different performance impacts from OCR activity than mainstream organizations do.

To test the hypothesized predictions, an empirical analysis is conducted in the context of higher education in the USA, where liberal arts colleges are classified as niche organizations and research universities are classified as mainstream organizations. The regression methods are used to analyze archival data on these organizations of interest.

The first major finding is that niche organization status positively influences the relationship between OCR valence and organizational performance outcomes. Second, a large volume of OCRs is found to have a negative impact on performance outcomes for niche organizations.

The research uncovers important differences in the relationship between OCRs and organizational performance for niche and mainstream organizations. These findings add to the extant body of literature on this area of inquiry by providing further nuance to the existing arguments and empirical evidence.

Using data from a multi-method study with a national reproductive justice coalition, this chapter examines the emergence of the US reproductive justice movement. I first examine how reproductive justice emerged in relation to the mainstream women's movements. Then I demonstrate how, due to the relationship between reproductive justice and social identity, the boundaries of the reproductive frame and movements are simultaneously broader and more constrained in meaning than reproductive rights. Finally, I show how (perceived) co-optation leads to tensions between movement sectors and weakens the potential for reproductive justice to reinvigorate activism around reproductive issues. I conclude with how the success of the reproductive justice movement, including around diversity and coalition building, can inform other social movements.

The purpose of this paper is to explore how critical management studies' (CMS) awkward relationship with the world of practice may have allowed it to become a dominated field in academia, which features a nearly exclusive focus on research for theory's sake, a lack of interest or discomfort with practical applications, and a devaluing of non‐academic pursuits. Despite research on oppression, resistance, and emancipation, CMS scholars do not tend to focus on the field's own domination or to ensure that its emancipatory agenda offers any practical impact.

The paper loosely draws on Bourdieu's notions of habitus and symbolic violence to make sense of his experience of attempting to fit in the CMS community as a scholar interested in practical applications of CMS insights.

The paper argues that CMS is uniquely positioned to help organization studies become a phronetic science, both practical and capable of addressing questions of power and values, essential to management practice.

The estrangement between theory and practice in CMS is symptomatic of the same phenomenon in the broader organization studies community.

The paper addresses not only how CMS can become a more phronetic science but also the benefits of phronetic research for the broader organization studies.

Ever since this area of scholarship has been developed in the West, what has generally been taught, researched and written about in the organisation/management field have been primarily English and North American theories about and practices in organisations. This focus has also been adopted by scholars and teachers all over the world, so that mainstream organisation/management scholarship is generally synonymous with western systems. However organisation and management, though not necessarily described in those terms, have existed in all societies through their economic, social and political arrangements, regardless of period, types of activity and stages of technological development.

It is here proposed to examine some African traditional societies in terms of their economic, social and political systems and compare them with mainstream Anglo-Saxon theories and practices. The main focus of this study will be on questions of accountability. Areas to be investigated are the assumptions underlying theories and practices in both types of societies; the systems in practice; their advantages and disadvantages and crucially whether western approaches have anything to learn from these traditional systems, now diminished in power and scope but still very much present in many parts of Africa. The converse question might also be put – can those traditional systems still extant benefit from Anglo-Saxon models of organisation and management?

There are difficulties with such a project. Differences in time, space, culture, size, economic activity and technology must make for problems for researchers. There are then the problems faced by any researcher in terms of their ‘habitus’ or ‘situatedness’ and the need for awareness of their own potential influences on their research. How much more problematic might this prove when examining very different cultures and attempting to make comparisons between their social systems in different time spans, different locations and in entirely different global political and economic contexts?

British social anthropologists, studying traditional societies during the colonial period, had the additional difficulties of being part of (or seen as part of) an occupying colonial administration. Normal difficulties concerning problems with information given to researchers by informants were compounded by this political context in which a great deal of scholarship about traditional societies was produced. This has been discussed over the decades by social anthropologists and sociologists, and will be addressed in this chapter, as at least some of the information used is from that period.

However, despite the difficulties, there is value in such comparisons and in heightening awareness of issues such as accountability in non-western systems as compared with questions of accountability in western institutions. This is relevant for those teaching organisation and management studies – not least to students from other parts of the world, and for practitioners who might gain some advantage from considering different systems and practices, and possibly also gain more insight into their own situations.

The purpose of this paper is to examine the history of the Dutch cooperative Rabobank to understand how the structure of an organisation determines how individual employees validate norms within that organisation.

Data over an approximately 10-year period starting 25 years ago are analysed, and the value of relating a historical analysis and narrative approach to ethical and institutional theories in economics and management science is demonstrated.

Regulation in the banking sector appears to have a strong normative aspect. The choice between state and private ownership is based on ideology. The author argues that the private ownership model was based primarily on an ideology surrounding economic efficiency, but that in fact there are other logics that also promote economic development. This contributes to the understanding of the interaction between sector standards, organisational structures and the values of organisations and individual employees. The structure of an organisation enables key employees to deviate slightly from the organisation’s prevailing norms in response to pressures from the wider environment, and those individuals thereby become symbols of that organisation.

The perspective on management history put forward in this paper enables assessing the distinction between normative notions in institutional environments and the organisation as a whole as represented in its governance structure and narratives that key employees disseminate about the organisation. This in turn helps us to understand the interaction between sector standards, organisational characteristics and values represented by individual employees. The author reveals the strong normative impact of banking regulation in line with an older ideological model focused on economic efficiency rather than market logics and the interests of society.

This chapter connects colorblind ideology to organizational processes. Despite advances in our thinking about colorblindness as the current dominant racial ideology, scholars are reluctant to tie this ideology to organizational processes – creating the impression that colorblindness is an individual attribute rather than a structural phenomenon. Because the frames of colorblindness are usually interpreted through interviews – as opposed to organizational practices – focusing on the frames reinforces the sense that ideologies are free-floating prejudices unconnected to social structures. In this theoretical piece, we draw on the organizational literature, to tie Bonilla-Silva’s colorblind frames – abstract liberalism, cultural racism, the minimization of racism, and naturalization – to organizational processes, showing how mundane organizational procedures reinforce structural inequality. We argue that organizational policies and practices rely on normative Whiteness, devaluing the cultural norms of nonwhites, and passing those practices to successive administrations. Ostensibly nonracial procedures such as hiring, promotion, and performance reviews are rife with racialized meanings.

This paper attempts to replace the understanding of public sector accountability as a linear and hierarchical process with one in which accountability occurs within a network of social relationships. It associates the former approach with the introduction of New Public Management principles in Australian public administration. It investigates the effect of this on the ability of Australia's indigenous people both to access democratic accountability as citizens, and to develop their community organisations as service providers.

The paper is based on field experience with aboriginal community organisations and critical assessment of the literature on this aspect of Australian public administration.

The paper finds that New Public Management approaches in Australian public administration have not led to greater political accountability but the reverse. As a disadvantaged, culturally distinct minority, aboriginal people are the subject of, rather than partners in, accountability regimes which mire their community service organisations in reporting requirements at the expense of practical activity. In some respects Aborigines are dealt with as individual citizen/clients, at other times as a disadvantaged minority group, and third, as culturally distinct polities. Each of these approaches implies different forms of accountability both by Aborigines to the state and by the state to them.

This analysis is inherently interpretative rather than exclusively empirical. However, greater efficiency as well as culturally appropriate outcomes can be found by instituting regional regimes of reciprocal accountability.

The analysis of developments in public administration is rarely brought to bear on Australian indigenous affairs.