Pub Date : 2024-06-12DOI: 10.1177/00018392241257372
Michael Y. Lee
Decentralization as an organizing principle has drawn growing interest from scholars and practitioners because of its perceived suitability for contemporary market conditions and alignment with employees’ evolving work expectations. However, efforts to decentralize authority face significant obstacles and often end in failure. I propose that existing research on decentralization has struggled to generate insight into how such barriers can be overcome because it has treated decentralization as a static outcome imposed by organizational designers. In contrast, this article treats decentralization as a dynamic and situated achievement that must be continually enacted, and it leverages ethnographic data from a decentralization effort in order to build theory on the organizational practices that support enactments of decentralized authority. I find that successful enactments of decentralized authority were supported by practices that established clear boundaries of authority and focused collective attention on these boundaries, as well as by practices that depersonalized collective attributions of the source of authority. At the same time, the practices were difficult to sustain because they were cognitively, emotionally, and temporally demanding. Through this study, I show that decentralization is not merely a one-time structural change but an ongoing collective process that requires navigating and neutralizing the structural and psychological forces pulling organizations back toward hierarchy.
{"title":"Enacting Decentralized Authority: The Practices and Limits of Moving Beyond Hierarchy","authors":"Michael Y. Lee","doi":"10.1177/00018392241257372","DOIUrl":"https://doi.org/10.1177/00018392241257372","url":null,"abstract":"Decentralization as an organizing principle has drawn growing interest from scholars and practitioners because of its perceived suitability for contemporary market conditions and alignment with employees’ evolving work expectations. However, efforts to decentralize authority face significant obstacles and often end in failure. I propose that existing research on decentralization has struggled to generate insight into how such barriers can be overcome because it has treated decentralization as a static outcome imposed by organizational designers. In contrast, this article treats decentralization as a dynamic and situated achievement that must be continually enacted, and it leverages ethnographic data from a decentralization effort in order to build theory on the organizational practices that support enactments of decentralized authority. I find that successful enactments of decentralized authority were supported by practices that established clear boundaries of authority and focused collective attention on these boundaries, as well as by practices that depersonalized collective attributions of the source of authority. At the same time, the practices were difficult to sustain because they were cognitively, emotionally, and temporally demanding. Through this study, I show that decentralization is not merely a one-time structural change but an ongoing collective process that requires navigating and neutralizing the structural and psychological forces pulling organizations back toward hierarchy.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141353348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-10DOI: 10.1177/00018392241256303
Arvind Karunakaran
Professional accountability is considered important to the legitimacy and survival of a profession. Prior research has examined the role of top-down scrutiny by audiences, such as supervisors, regulators, and certification agencies, in improving professional accountability. But the advent of social media platforms has increasingly enabled the bottom-up scrutiny of professionals—especially professionals on the front line—by audiences such as customers and the public. In this research, I examine how and when bottom-up scrutiny through social media (hereafter, social media scrutiny) impacts the accountability of frontline professionals. Conducting an ethnography of 911 emergency management organizations, I find that social media scrutiny of 911 call-takers—the frontline professionals in this setting—can obscure rather than improve professional accountability. I elaborate on how, why, and under what conditions social media scrutiny pushes frontline professionals to deviate from their mandate, which, in turn, obscures their sense of professional accountability. These processes also generate spillover effects on the everyday work and mandate of downstream professionals (e.g., 911 dispatchers, police officers), producing a cascading set of unintended consequences that further obscures accountability for multiple actors across the professional ecosystem.
{"title":"Frontline Professionals in the Wake of Social Media Scrutiny: Examining the Processes of Obscured Accountability","authors":"Arvind Karunakaran","doi":"10.1177/00018392241256303","DOIUrl":"https://doi.org/10.1177/00018392241256303","url":null,"abstract":"Professional accountability is considered important to the legitimacy and survival of a profession. Prior research has examined the role of top-down scrutiny by audiences, such as supervisors, regulators, and certification agencies, in improving professional accountability. But the advent of social media platforms has increasingly enabled the bottom-up scrutiny of professionals—especially professionals on the front line—by audiences such as customers and the public. In this research, I examine how and when bottom-up scrutiny through social media (hereafter, social media scrutiny) impacts the accountability of frontline professionals. Conducting an ethnography of 911 emergency management organizations, I find that social media scrutiny of 911 call-takers—the frontline professionals in this setting—can obscure rather than improve professional accountability. I elaborate on how, why, and under what conditions social media scrutiny pushes frontline professionals to deviate from their mandate, which, in turn, obscures their sense of professional accountability. These processes also generate spillover effects on the everyday work and mandate of downstream professionals (e.g., 911 dispatchers, police officers), producing a cascading set of unintended consequences that further obscures accountability for multiple actors across the professional ecosystem.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141365354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-31DOI: 10.1177/00018392241258457
Timothy R. Hannigan
{"title":"Gary Alan Fine and Tim Hallett. Group Life: An Invitation to Local Sociology","authors":"Timothy R. Hannigan","doi":"10.1177/00018392241258457","DOIUrl":"https://doi.org/10.1177/00018392241258457","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141191282","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-16DOI: 10.1177/00018392241255624
Ron Adner
{"title":"Rainer Kattel, Wolfgang Drechsler, and Erkki Karo. How to Make an Entrepreneurial State: Why Innovation Needs Bureaucracy","authors":"Ron Adner","doi":"10.1177/00018392241255624","DOIUrl":"https://doi.org/10.1177/00018392241255624","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140967643","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-14DOI: 10.1177/00018392241256342
David Obstfeld
{"title":"Jason Davis. Digital Relationships: Network Agency Theory and Big Tech","authors":"David Obstfeld","doi":"10.1177/00018392241256342","DOIUrl":"https://doi.org/10.1177/00018392241256342","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140979231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-14DOI: 10.1177/00018392241255949
J. A. Cobb
{"title":"Naomi Oreskes and Erik M. Conway. The Big Myth: How American Business Taught Us to Loathe Government and Love the Free Market","authors":"J. A. Cobb","doi":"10.1177/00018392241255949","DOIUrl":"https://doi.org/10.1177/00018392241255949","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140981644","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-14DOI: 10.1177/00018392241240016
Christine Beckman, András Tilcsik
{"title":"From the Editors","authors":"Christine Beckman, András Tilcsik","doi":"10.1177/00018392241240016","DOIUrl":"https://doi.org/10.1177/00018392241240016","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141152341","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-07DOI: 10.1177/00018392241247744
Tanya Y. Tian, Edward B. Smith
Racial inequality is remarkably resilient in organizational and labor market contexts despite efforts to resolve it, which raises significant questions about the mechanisms underlying its persistence. We argue that organizational efforts that increase the inclusion of underrepresented racial groups in the short term may conceal an emergent mechanism that paradoxically results in exclusion over time. The emergent mechanism stems from an acute misalignment between the scope of allocation in the matching process and the scope of valuation in the evaluation process, which ultimately increases voluntary and involuntary turnover among underrepresented racial groups. We examine this paradox through a revelatory case in higher education. Drawing on comprehensive administrative and research performance data from a large (R1) U.S. public university, we find that Black assistant professors are significantly more likely than their White colleagues to be allocated to non-standard positions, i.e., formally appointed in two academic departments with shared compensation. Our results demonstrate that such non-standard appointments are associated with a significant decline in research productivity, which remains central during the evaluation process. The end result is that jointly appointed assistant professors—among whom Blacks are disproportionately represented—experience lower likelihoods of retention.
{"title":"Stretched Thin: How a Misalignment Between Allocation and Valuation Underlies the Paradox of Diversity Achievement in Higher Education","authors":"Tanya Y. Tian, Edward B. Smith","doi":"10.1177/00018392241247744","DOIUrl":"https://doi.org/10.1177/00018392241247744","url":null,"abstract":"Racial inequality is remarkably resilient in organizational and labor market contexts despite efforts to resolve it, which raises significant questions about the mechanisms underlying its persistence. We argue that organizational efforts that increase the inclusion of underrepresented racial groups in the short term may conceal an emergent mechanism that paradoxically results in exclusion over time. The emergent mechanism stems from an acute misalignment between the scope of allocation in the matching process and the scope of valuation in the evaluation process, which ultimately increases voluntary and involuntary turnover among underrepresented racial groups. We examine this paradox through a revelatory case in higher education. Drawing on comprehensive administrative and research performance data from a large (R1) U.S. public university, we find that Black assistant professors are significantly more likely than their White colleagues to be allocated to non-standard positions, i.e., formally appointed in two academic departments with shared compensation. Our results demonstrate that such non-standard appointments are associated with a significant decline in research productivity, which remains central during the evaluation process. The end result is that jointly appointed assistant professors—among whom Blacks are disproportionately represented—experience lower likelihoods of retention.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140934297","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-07DOI: 10.1177/00018392241253830
Tae-Youn Park
{"title":"Peter Bamberger. Exposing Pay: Pay Transparency and What It Means for Employees, Employers, and Public Policy","authors":"Tae-Youn Park","doi":"10.1177/00018392241253830","DOIUrl":"https://doi.org/10.1177/00018392241253830","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140934167","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-18DOI: 10.1177/00018392241250337
Peter Bamberger
{"title":"Asaf Darr. Between Conflict and Collegiality: Palestinian Arabs and Jews in the Israeli Workplace","authors":"Peter Bamberger","doi":"10.1177/00018392241250337","DOIUrl":"https://doi.org/10.1177/00018392241250337","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140623359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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