Organizations in Action: Competition between Contexts

Book Cover......Page 1
Title......Page 4
Contents......Page 5
List of illustrations......Page 10
New political economy......Page 12
Two themes, three disciplines and five perspectives......Page 14
Moving away Towards?......Page 17
Structure of the book......Page 24
From modernism to neo-modern political economy......Page 28
The modernist project challenged......Page 29
Western modernism (1500  1950s)......Page 33
Post-modernism......Page 37
Neo-modern political economy......Page 44
Organisation theory: design rules......Page 48
Theorising orthodox organisation design......Page 50
Key problems for design rules......Page 67
Complexity, requisite variety and autopoetic systems......Page 70
Revisiting Burns and Stalker (1961)......Page 74
Structuration, domain theory and the realist turn......Page 77
Recursiveness, morphogenesis and structuration......Page 78
Domain theory and improvisation......Page 80
The realist turn......Page 87
Organisation economics and economic sociology......Page 98
Differences: economics and sociology......Page 99
Organisational economics......Page 102
New economic sociology......Page 111
Summary......Page 116
Competition between contexts......Page 118
Long-term political economy: hegemony, dependence and markets......Page 120
Hegemony, dependence and markets......Page 121
Analytically structured narratives sans grandeur......Page 124
Explaining the North Atlantic dimension: Landes......Page 132
Design knowledge: intensity and compression......Page 139
National innovation-design systems......Page 144
Locations and inter-firm clusters: competition between contexts......Page 151
Eclectic diamonds: combining Dunning and Porter......Page 163
Five types of national business system: Whitley......Page 165
Nations: structural and institutional variations......Page 169
National culture: actor-system independence......Page 171
New institutional school......Page 175
Inter-sectoral dynamics: Sorge......Page 180
National typical variety......Page 188
American exceptionalism......Page 191
Knowledge-based capitalism......Page 192
New World and Europe......Page 194
Instrumental rationality: choreographed overlayers......Page 197
Constituting large-scale corporate systems......Page 199
American Football......Page 200
From UK-USA to J-USA......Page 202
Summary......Page 204
Sectoral clusters and competition between contexts......Page 205
Creating a sectoral cluster by Marks  Spencer......Page 207
Sectoral clusters of firms......Page 210
Why Henry Ford would have failed if he had started from the Birmingham-Coventry corridor, England......Page 212
Firms: capabilities and transformative potential......Page 222
Resource-based strategic analysis......Page 224
Resource-based strategic analysis......Page 225
Penrosian learning......Page 230
Resource-based strategic theory......Page 237
Summary......Page 239
Contingent recurrent action patterns and repertoires......Page 241
Event cycles and temporality: Weick or Katz and Kahn......Page 243
Structural pose and recurrent action patterns......Page 246
Distributed activity systems: sugar beet......Page 252
Repertoires: activation and assembling......Page 256
Conversations and agendas as mechanisms: Boden......Page 258
Knowledges: contested, distributed and explacit......Page 260
New production of knowledge capital......Page 261
Knowledge management......Page 262
Resource-based theory of knowledge: problems......Page 264
Situated action......Page 269
Explacit knowledge frameworks......Page 271
Disciplines......Page 274
Corporate knowledge and parenting......Page 276
Morphogenesis/stasis......Page 278
Reproduction or transformation......Page 280
Morphogenesis/stasis: analytic duality......Page 282
Innovation-and-design......Page 288
Retro-organisation theory?......Page 292
Differences and alternatives......Page 296
Summary......Page 298
Zones of manoeuvre......Page 300
Organisational management and zones of manoeuvre......Page 302
Restating themes and perspectives......Page 304
Neo-modern political economy......Page 309
Actionable understanding......Page 310
Contra voluntarism and determinism......Page 314
The realist perspective on organisational management......Page 316
Location and home base: entrainment and exposure......Page 320
Strategic choice revisited......Page 322
Is/can......Page 324
Bibliography......Page 325
Index......Page 350