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Book part
Publication date: 6 August 2018

Maite Tapia, Manfred Elfström and Denisse Roca-Servat

In this paper, we draw from our own empirical data on worker organizing and identify important concepts that bridge social movement (SM) and industrial relations (IR…

Abstract

In this paper, we draw from our own empirical data on worker organizing and identify important concepts that bridge social movement (SM) and industrial relations (IR) theory. In a context of traditional union decline and a surge of alternative types of worker mobilization, we apply SM and IR concepts related to the mobilizing structures and culture to cases of labor organizing via worker centers and community–labor alliances in the United States and China. From an analytical perspective, we argue that the field of SMs and IR can both benefit from this type of cross-discipline theorization.

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Social Movements, Stakeholders and Non-Market Strategy
Type: Book
ISBN: 978-1-78754-349-2

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Open Access
Article
Publication date: 13 December 2021

Matteo La Torre, Patrizia Di Tullio, Paola Tamburro, Maurizio Massaro and Michele Antonio Rea

The Italian government addressed the first wave of its COVID-19 outbreak with a series of social restrictions and calculative practices, all branded with the slogan…

Abstract

Purpose

The Italian government addressed the first wave of its COVID-19 outbreak with a series of social restrictions and calculative practices, all branded with the slogan #istayathome. The hashtag quickly went viral, becoming both a mandate and a mantra and, as the crisis played out, we witnessed the rise of the Italian social movement #istayathome. This study examines how the government's calculative practices led to #istayathome and the constituents that shaped this social movement.

Design/methodology/approach

The authors embrace social movement theory and the collective identity perspective to examine #istayathome as a collective action and social movement. Using passive netnography, text mining and interpretative text analysis enhanced by machine learning, the authors analysed just over 350,000 tweets made during the period March to May 2020, each brandishing the hashtag #istayathome.

Findings

The #istayathome movement gained traction as a response to the Italian government's call for collective action. Thus, people became an active part of mobilising collective responsibility, enhancing the government's plans. A collective identity on the part of the Italian people sustained the mass mobilisation, driven by cohesion, solidarity and a deep cultural trauma from COVID-19's dramatic effects. Popular culture and Italy's long traditions also helped to form the collective identity of #istayathome. This study found that calculative practices acted as a persuasive technology in forming this collective identity and mobilising people's collective action. Numbers stimulated the cognitive, moral and emotional connections of the social ties shaping collective identity and responsibility. Thus, through collective identity, calculative practices indirectly influenced mass social behaviors and the social movement.

Originality/value

This study offers a novel theoretical perspective and empirical knowledge to explain how government power affects people's culture and everyday life. It unveils the sociological drivers that mobilise collective behaviors and enriches the accounting literature on the effects of calculative practices in managing emergencies. The study contributes to theory by providing an understanding of how calculative practices can influence collective behaviors and can be used to construct informal networks that go beyond the government's traditional formalities.

Details

Accounting, Auditing & Accountability Journal, vol. 35 no. 9
Type: Research Article
ISSN: 0951-3574

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Book part
Publication date: 22 December 2017

Jackson Bird and Thomas V. Maher

How do you get people – particularly young people – to engage with social and political issues? Activists and academics alike have been plagued by this question for some…

Abstract

How do you get people – particularly young people – to engage with social and political issues? Activists and academics alike have been plagued by this question for some time, and answers to it have ranged from greater organizational involvement to framing. Another possibility is meeting youth where they are at; that is, connecting youth’s existing interests in popular culture with broader social problems and issues. A group that is doing just that is the Harry Potter Alliance (HPA), a story-fueled nonprofit organization that turns fans into heroes. In this chapter, we trace the development of the Harry Potter fan community, the stories’ resonance with fans, and how the HPA has drawn on the community and the story for mobilization. We argue that the HPA leverages culture in two ways that are relevant for social movements and political communication scholars. The HPA is able to tap into the fan community for bloc recruitment using its ties and connections to media – in this case, the fictional story – as a point of mobilization. Additionally, the HPA is able to bloc recruit from mass society – a process they refer to as “cultural acupuncture” – by strategically connecting the story with social justice issues when cultural attention is at its peak. We conclude with a discussion of the HPA’s impact on its members and how bloc recruitment and cultural acupuncture may be relevant for other fan communities.

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Social Movements and Media
Type: Book
ISBN: 978-1-78743-098-3

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Book part
Publication date: 13 November 2018

Norbert Alter

Abstract

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The Strength of Difference: Itineraries of Atypical Bosses
Type: Book
ISBN: 978-1-78714-582-5

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Article
Publication date: 1 November 2006

Sven C. Voelpel, Heinrich von Pierer and Christoph K. Streb

The purpose of the article is to provide managers and academics alike with valuable insights into how global organizations are able to manage innovation by the

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Abstract

Purpose

The purpose of the article is to provide managers and academics alike with valuable insights into how global organizations are able to manage innovation by the organization‐wide mobilization of knowledge resources.

Design/methodology/approach

This paper is the result of an eight‐year in‐depth theoretical and practical research process mainly undertaken within Siemens AG, and is based on a total of 68 expert interviews conducted with distinguished experts in related fields. Consisting of three phases, the research stretched from analyzing the interrelation of mobility and innovation and deducing case studies towards the development of an integrated model of a mobile company.

Findings

In order to leverage on innovation as one of the most important sources of competitiveness and business success, organizations have to abandon outdated organizational models and engage into mobilizing their knowledge resources.

Originality/value

The results of this in‐depth work can be applied to the reality of a global business, networked across organizations, people, borders and cultures. By providing proof of the impact of people and business processes' mobility on knowledge creation, this article shows how to mobilize organizations for innovation and, consequently, value creation by suggesting an advanced organizational model called the “MOBILE company”.

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Journal of Knowledge Management, vol. 10 no. 6
Type: Research Article
ISSN: 1367-3270

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Book part
Publication date: 25 October 2011

Liam Leonard

This chapter will establish the two main strands of the study's theoretical framework. These strands represent the internal and external resources in the GSE case. The…

Abstract

This chapter will establish the two main strands of the study's theoretical framework. These strands represent the internal and external resources in the GSE case. The resource mobilisation (RM) strand refers to the internal resources of GSE, while the political opportunity structure (POS) refers to external resources. By referring to the literature on social movements particularly that which dwells on RM and the exploitation of political opportunities, the study will provide an understanding of collective action. This study investigates the campaign of an environmental movement that challenged the waste policy of the state, on the issue of incineration. As the state changed waste policy, the Galway campaign mobilised internal resources and exploited external political opportunities. The shifting nature of this opportunity structure may affect the patterns of internal mobilisation, utilisation of resources and types of networks a movement implements. Government responses to such challenges may also influence the patterns of collective action, as movements attempt to exploit the opportunities of the wider political environment.

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Community Campaigns for Sustainable Living: Health, Waste & Protest in Civil Society
Type: Book
ISBN: 978-1-78052-381-1

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Book part
Publication date: 30 March 2016

Jennifer Carlson

Drawing on interviews with men and women gun carriers, this paper considers the intersection of femininity and guns. It argues that two sets of expectations shape the…

Abstract

Drawing on interviews with men and women gun carriers, this paper considers the intersection of femininity and guns. It argues that two sets of expectations shape the normative relationship between women and guns: First, armed women are a blind spot in feminist discourse, which tends to reproduce the “pacifist presumption” that women are nonviolent caretakers and peacemakers. Second, contemporary pro-gun discourse often bases women’s gun carry within their duties and obligations as mothers in a form of “martial maternalism.” Inflected with a post-feminist appropriation of rights and equality, this pro-gun discourse reproduces gender binaries through a discourse of gender inclusivity. Following previous analyses that emphasize the contradictory politics of gender in conservative spaces, my analysis emphasizes how the gendered politics of guns is sustained by multiple, though not necessarily shared, understandings of women’s guns by men and women within American gun culture.

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Perverse Politics? Feminism, Anti-Imperialism, Multiplicity
Type: Book
ISBN: 978-1-78635-074-9

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Article
Publication date: 4 December 2018

Taesung Kim and Jihyun Chang

The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the…

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3124

Abstract

Purpose

The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time.

Design/methodology/approach

Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination.

Findings

Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2).

Research limitations/implications

The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations.

Practical implications

Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments.

Originality/value

The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.

Details

Leadership & Organization Development Journal, vol. 40 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 27 January 2021

Margitta B. Beil-Hildebrand

This ethnographic revisit of a general hospital aims to critically explore and describe the mechanisms of corporate culture change and how institutional excellence is…

Abstract

Purpose

This ethnographic revisit of a general hospital aims to critically explore and describe the mechanisms of corporate culture change and how institutional excellence is facilitated and constrained by everyday management practices between 1996/1997 and 2014/2015.

Design/methodology/approach

A five-month field study of day-to-day life in the hospital's nursing division was conducted by means of an ethnographic revisit, using participant-observation, semi-structured interviews, free conversations and documentary material.

Findings

Using labour process analysis with ethnographic data from a general hospital, the corporate culture is represented as faceted, complex and sophisticated, lending little support to the managerial claims that if corporate objectives are realised, they are achieved through some combination of shared values, beliefs and managerial practices. The findings tend to support the critical view in labour process writing that modern managerial initiatives lead to tightened corporate control, advanced employee subjection and extensive effort intensification. The findings demonstrate the way in which the nursing employees enthusiastically embrace many aspects of the managerial message and yet, at the same time, still remain suspicious and distance themselves from it through misbehaviour and adaptation, and, in some cases, use the rhetoric against management for their own ends.

Practical implications

What are the implications for clinical and managerial practitioners? The recommendations are to (1) develop managerial practitioners who are capable of managing change combined with the professional autonomy of clinical practitioners, (2) take care to practise what you preach in clinical and managerial reality, as commitment, consent, compliance and difference of opinion are signs of a healthy corporate culture and (3) consider the implications between social structures and human actions with different work behaviours on different levels involved.

Originality/value

This ethnographic revisit considers data from a labour process analysis of corporate culture change in a general hospital and revisits the ways in which contradictory expectations and pressures are experienced by nursing employees and management practitioners spread 17 years apart.

Details

Journal of Health Organization and Management, vol. 35 no. 9
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 1 December 2005

Margitta B. Beil‐Hildebrand

This ethnographic investigation of a general hospital aims to critically analyse a much lauded corporate culture. Rather than accepting the managerial and academic claims…

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1399

Abstract

Purpose

This ethnographic investigation of a general hospital aims to critically analyse a much lauded corporate culture. Rather than accepting the managerial and academic claims concerning the mobilisation of corporate culture at face value, this study builds upon a labour process analysis and takes a close look at how it actually seems to work.

Design/methodology/approach

The paper explores and describes how executive managers seek to design and impose corporate culture change and how it affects the nursing employees of this organisation. This was achieved by means of a six month field study of day‐to‐day life in the hospital's nursing division.

Findings

The results lend little support to the official claims that, if managerial objectives are realised, they are achieved through some combination of shared values and employee participation. The evidence lends more support to the critical view in labour process writing that modern cultural strategies lead to increased corporate control, greater employee subjection and extensive effort intensification. The contradiction this brings into the working lives of the employees leads to the conclusion that the rhetoric of corporate culture change does not affect the pre‐existing attitudes and value orientations of nursing employees. However, there were considerable variations in how employees received the managerial message and thus, by their degree of misbehaviour and adaptation, affected the organisation itself as well as using the cultural rhetoric against the management for their own ends.

Originality/value

The paper concludes that an extended labour process analysis is necessary to challenge the way in which corporate culture change is explored and described by management academics and practitioners.

Details

Journal of Health Organization and Management, vol. 19 no. 6
Type: Research Article
ISSN: 1477-7266

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