Page 250 - The Resilient Organization

Endnotes 235

CHAPTER 13

1. Scott’s (2001) definition is: “Institutions consist of cognitive, norma-
tive, and regulative structures and activities that provide stability and
meaning to social behavior.”
2. The other tactics on Fligstein’s list are direct authority (use of exist-
ing hierarchical power), wheeling and dealing (shaking up a situation
to see where it ends up), asking for more than you think you can get,
maintaining ambiguity, “trying five things to get one,” aggregating
interests, convincing people you hold more cards than you do, mak-
ing others think they are in control, and framing actions in terms of
the dominant groups to gain benefits from the system without dis-
turbing those who are dominant.

CHAPTER 14

1. Presumably, the writings of management scholars have some impact
on what managers do or how they think, at least to the extent they
become known to managers (for example, Michael Porter’s “five
forces”—for a critique, see Knights, 1992). Therefore, by default,
management scholars cannot remain as entirely detached parties, but
they at least need to recognize this potential influence. Accepting
responsibility would lead to a questioning of the nature of this influ-
ence: Does management research, for example, catalyze or suppress
management innovation? Does it accelerate the pace at which man-
agement innovation happens over time?
2. Not only should management research have catalyzing consequences
for management practice, but also management practitioners should
be informed enough of scholarly work that an educated discourse
between the two becomes possible. It is not in the scope of this chap-
ter to suggest ways in which managers can become better informed
of management research but instead to focus on the challenge to the
management researchers.
Suffice it to say that apparently widespread MBA education, the
global industry of executive education, and Harvard Business Review