Simona Giorgi , Jean M. Bartunek , Brayden G. King
{"title":"A Saul Alinsky primer for the 21st century: The roles of cultural competence and cultural brokerage in fostering mobilization in support of change","authors":"Simona Giorgi , Jean M. Bartunek , Brayden G. King","doi":"10.1016/j.riob.2017.09.002","DOIUrl":null,"url":null,"abstract":"<div><p>How can a proponent of change mobilize groups and organizations in support of a common project? Building on an extensive review of social movement theorizing and action, we argue that shared interests, network connections, the availability of resources, and the emergence of political, market and corporate opportunities (the standard topics discussed in extant literature) may be necessary, but are often insufficient for spurring mobilization. Conversely, cultural factors such as frames, identities, or practices are essential. Their presence can facilitate coordinated action even among unlikely allies, and their absence can prevent such action. Inspired by the work of Saul Alinsky (1909–1972), along with contemporary illustrations, we construct a two-step model of the role of culture in mobilizing for change. We bring attention to a change proponent’s <span><em>cultural competence</em></span> – skill in appreciating the different cultural meanings and values of those involved in a particular project of change – and <em>cultural brokerage</em> – skill in bridging and negotiating among actors with different cultural repertoires, to reach a temporary truce or covenant. We focus on two types of activities that define cultural brokerage, integration and redefinition, and apply them to the cultural factors of frames, identities, and/or practices. Our paper contributes to contemporary research on social movements, institutional theory, and cultural sociology.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2017-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2017.09.002","citationCount":"15","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Research in Organizational Behavior","FirstCategoryId":"1085","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0191308517300023","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 15
Abstract
How can a proponent of change mobilize groups and organizations in support of a common project? Building on an extensive review of social movement theorizing and action, we argue that shared interests, network connections, the availability of resources, and the emergence of political, market and corporate opportunities (the standard topics discussed in extant literature) may be necessary, but are often insufficient for spurring mobilization. Conversely, cultural factors such as frames, identities, or practices are essential. Their presence can facilitate coordinated action even among unlikely allies, and their absence can prevent such action. Inspired by the work of Saul Alinsky (1909–1972), along with contemporary illustrations, we construct a two-step model of the role of culture in mobilizing for change. We bring attention to a change proponent’s cultural competence – skill in appreciating the different cultural meanings and values of those involved in a particular project of change – and cultural brokerage – skill in bridging and negotiating among actors with different cultural repertoires, to reach a temporary truce or covenant. We focus on two types of activities that define cultural brokerage, integration and redefinition, and apply them to the cultural factors of frames, identities, and/or practices. Our paper contributes to contemporary research on social movements, institutional theory, and cultural sociology.
期刊介绍:
Research in Organizational Behavior publishes commissioned papers only, spanning several levels of analysis, and ranging from studies of individuals to groups to organizations and their environments. The topics encompassed are likewise diverse, covering issues from individual emotion and cognition to social movements and networks. Cutting across this diversity, however, is a rather consistent quality of presentation. Being both thorough and thoughtful, Research in Organizational Behavior is commissioned pieces provide substantial contributions to research on organizations. Many have received rewards for their level of scholarship and many have become classics in the field of organizational research.