| 1. |
- Brunsson, Karin, 1945-, et al.
(författare)
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Beslutninger
- 2015. - 1
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- Å ta beslutninger er en sentral aktivitet i organisasjoner. Ikke minst i politiske sammenhenger tillegges beslutninger stor betydning. Men å ta beslutninger er også en hverdagslig aktivitet som alle mennesker er engasjert i. I denne boka behandler Karin og Nils Brunsson begrepet beslutninger. De beskriver hva som skjer når enkeltindivider og organisasjoner tar avgjørelser, hvilke konsekvenser beslutningene får, og hvor vanskelig beslutningstaking kan være.
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| 2. |
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| 3. |
- Ahrne, Göran, 1944-, et al.
(författare)
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More and less organization
- 2019
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Ingår i: Organization outside organizations. - Cambridge, UK : Cambridge University Press. - 9781108474986 - 9781108604994 ; , s. 421-441
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Bokkapitel (refereegranskat)abstract
- The modern world is highly organized. Much organization occurs within formal organizations, to the extent that the extensive study of formal organizations has overshadowed other forms of organization. But organization happens not only within, but also outside the context of formal organizations. We define ‘organization’ as a decided order, and we see some decisions as more fundamental than others and have dubbed these decisions ‘organizational elements’. We distinguish five such elements: membership, rules, monitoring, sanctions, and hierarchy. Individuals or organizations can use organizational elements to organize other individuals or organizations, even if they do not belong to the same organization. But organizers do not necessarily use all elements, and all settings are not organized by all elements. In fact, many social settings are only partially organized – even formal organizations. We use the concepts of social relationships and formal organization to specify what we mean by organization and organizational elements and compare organizational elements with other ways in which social relationships develop. We describe the differences between organization and other origins of social order such as institutions and networks. The chapter ends with an overview of the following chapters.
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| 4. |
- Ahrne, Göran, et al.
(författare)
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On the fruitfulness of the concept of partial organization : A rejoinder to Apelt et al
- 2017
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Ingår i: European Management Journal. - : Elsevier BV. - 0263-2373 .- 1873-5681. ; 35:3, s. 297-299
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Tidskriftsartikel (refereegranskat)abstract
- This short paper responds to Apelt et al.'s (2017) comments on Ahrne et al.'s (2016) proposal of extending the concept of organization to any decided social orders and thereby putting organization studies at the centre of the social sciences. We highlight some misunderstandings about the aims of this proposal and discuss Apelt et al.'s own proposal of re-focusing organization studies on formal organizations based on Niklas Luhmann's systems theory.
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| 5. |
- Ahrne, Göran, 1944-, et al.
(författare)
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Organization unbound
- 2019
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Ingår i: Organization outside organizations. - Cambridge, UK : Cambridge University Press. - 9781108474986 - 9781108604994 ; , s. 3-36
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Bokkapitel (refereegranskat)abstract
- The modern world is highly organized. Much organization occurs within formal organizations, to the extent that the extensive study of formal organizations has overshadowed other forms of organization. But organization happens not only within, but also outside the context of formal organizations. We define ‘organization’ as a decided order, and we see some decisions as more fundamental than others and have dubbed these decisions ‘organizational elements’. We distinguish five such elements: membership, rules, monitoring, sanctions, and hierarchy. Individuals or organizations can use organizational elements to organize other individuals or organizations, even if they do not belong to the same organization. But organizers do not necessarily use all elements, and all settings are not organized by all elements. In fact, many social settings are only partially organized – even formal organizations. We use the concepts of social relationships and formal organization to specify what we mean by organization and organizational elements, and compare organizational elements with other ways in which social relationships develop. We describe the differences between organization and other origins of social order such as institutions and networks. The chapter ends with an overview of the following chapters.
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| 6. |
- Ahrne, Göran, et al.
(författare)
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Resurrecting organization by going beyond organizations
- 2016
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Ingår i: European Management Journal. - : Elsevier BV. - 0263-2373 .- 1873-5681. ; 34:2, s. 93-101
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Tidskriftsartikel (refereegranskat)abstract
- This essay is motivated by two related observations about the field of organization studies. First, organization studies researchers have traditionally been good at importing ideas from other areas of research but poor at exporting their own ideas to other fields. Second, even within the field of organization studies, interest in organizations has decreased over the past decades as organization scholars have turned away from organizations to address such other phenomena as institutions or networks. Both developments are undermining the significance of organization studies as a distinctive field of research, the insights of which are necessary for understanding modern society. In this essay, we elaborate on recent suggestions by distinctively European scholars for strengthening concern for the particularities of organization in social theorizing. The first suggestion is to move decisions back to the core of the field. The second suggestion is to extend the notion of organization beyond organizations. We illustrate these two moves with examples from the literature and discuss implications for the future of organization studies.
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| 7. |
- Ahrne, Göran, et al.
(författare)
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The Organization of Markets
- 2015
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Ingår i: Organization Studies. - : SAGE Publications. - 0170-8406 .- 1741-3044. ; 36:1, s. 7-27
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Forskningsöversikt (refereegranskat)abstract
- Markets have sometimes been described as vastly different from and even opposite to formal organizations.But markets and organizations share a similarity as well. Both are organized – by the use of decisionson membership, rules, monitoring, sanctions or hierarchy. Market organization creates differencesamong markets, and specific dynamics, which can be explained by the actions and interactions of marketorganizers: profiteers, ‘others’, sellers and buyers. The concept of market organization is an analyticaltool, which can be used for analysing why and how markets are created, why they get their specific formand how they change.
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| 8. |
- Ahrne, Göran, 1944-, et al.
(författare)
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The Paradox of Organizing States : A Meta-Organization Perspective on International Organizations
- 2016
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Ingår i: Journal of International Organization Studies. - 2191-2556 .- 2191-2564. ; 7:1
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Tidskriftsartikel (refereegranskat)abstract
- In order to conceptualize international governmental organizations (IGOs) as powerful actors, international relations scholars increasingly resort to approaches that present these organizations as behaving like modern corporations or bureaucracies. Although we agree with the underlying assumption that it is useful to understand IGOs as organizations, we find these approaches only give partial answers. We argue that the key to a more complete under-standing of international organizations is to conceptualize them not as standard forms of orga-nizations with individuals as their members but as meta-organizations comprising organized actors as members. Meta-organizations are paradoxical constructions: autonomous actors with autonomous actors as members. An international organization is permanently competing for actorhood with its member states, and this competition has far-reaching implications for the ways they perform as agents of global governance. Meta-organization theory explains why international organizations are less powerful actors than standard organizations are—why it is more difficult for them to make decisions and to achieve coordination and organizational action. Yet international organizations are strong in other respects. Meta-organization theory explains why they are easily established, why they can place strong demands on new members, and why their existing members are slowly transformed by their membership. Overall, many international organizations are influential but in a different way than suggested by standard theories of organizations.
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| 9. |
- Ahrne, Göran, et al.
(författare)
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The paradox of organizing states
- 2016
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Ingår i: Journal of international organizations studies. - : Wiley on line library. - 2191-2556. ; 7:1, s. 5-24
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Tidskriftsartikel (refereegranskat)
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| 10. |
- Ahrne, Göran, 1944-, et al.
(författare)
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The partial organization of international relations : International organizations as meta-organizations
- 2019
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Ingår i: Organization outside organizations. - Cambridge, UK : Cambridge University Press. - 9781108474986 - 9781108604994 ; , s. 390-418
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Bokkapitel (refereegranskat)abstract
- In this chapter we argue that the key to an understanding of international governmental organizations (IGOs) is to conceptualize them not as standard forms of organizations with individuals as their members, but as meta-organizations comprising organized actors as members. Meta-organizations are paradoxical constructions: autonomous actors with autonomous actors as members. Organizational elements cannot be considered in isolation in meta-organizations; their combination are key factors; therefore meta-organizations are often partially organized. IGOs are permanently competing for actorhood with their member states and this competition has far-reaching implications for to what extent they can make use of all organizational elements. Using one element may require the avoidance of other elements or certain forms of decision-making. This helps to explain why IGOs have problems achieving co-ordinated organizational action and why they are less powerful actors than standard organizations are. Yet IGOs are strong in other respects. The most important organizational element in IGOs is membership. The strengths of IGOs can be understood in relation to their creation, their expansion, and their long-term influence on their members.
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