Index
Toward Permeable Boundaries of Organizations?
ISBN: 978-1-78743-829-3, eISBN: 978-1-78743-828-6
ISSN: 0733-558X
Publication date: 17 October 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Toward Permeable Boundaries of Organizations? (Research in the Sociology of Organizations, Vol. 57), Emerald Publishing Limited, Leeds, pp. 361-374. https://doi.org/10.1108/S0733-558X20180000057014
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Access to information
, 155
Accounting
boundary-making
, 34
closure
, 37
critical
, 41–43, 50
and economization
, 43–47
entity assumption
, 34–37
financial
, 32–34, 42–49
group
, 38–41
Accrual accounting
, 45
Activation policies, sociological interpretation of
, 169–191
interorganizational collaboration and cognitive opening
, 181–186
open systems’ perspective
, 172–175, 179–181
organizationally structured provision of services
, 186–189
procedural, relational, and personnel structuring of organizational decisions
, 177–179
systems-theoretical perspective
, 175–177
Actorhood
, 47–48
rational
, 62
Actor network theory
, 59
Adaptation
, 105n3
Ad networks
, 315–316
Affectual action
, 89
African Research Universities Alliance
, 275
Aheim Airport
, 294, 295, 297–299
Airbnb
, 116–118, 121, 122, 128, 310
“Airbnb Citizen” campaign
, 126–127, 129
Airports
networks
, 291–298
space effect on boundaries within
, 284–285
Allodoxia
, 341, 342, 348, 349
Android
, 117
Anonymous
, 140, 144
ANT project
, 157
AOL
, 320
TACODA
, 315
Apache Group
, 152–156
intentionally designed organizational elements
, 153–154, 155–156
unintended adjustments
, 154–156
Apache incubator
, 157, 158
Apache OSS community
, 141–142, 147–152
communication networks
, 149
Apache Software Foundation (ASF)
, 150, 152, 154, 156, 158–160
Apache World
intentionally designed organizational elements
, 156–157, 158
unintended adjustments
, 157–158
App users
, 204–207, 218
Arab League
, 272
Arsenal London
, 19
Asian Association of Agricultural Colleges and Universities
, 268
Asian Universities Alliance
, 275
Assets
, 42
Association for European Life Science Universities
, 273
Association of African Universities
, 271
Association of American Colleges and Universities
, 269
Association of American Universities
, 274
Association of Arab Universities
, 271, 272
Association of Catholic Colleges and Universities
, 271
Association of East Asian Research Universities
, 275
Association of European Universities
, 271
Association of Indian Universities
, 280n6
Association of Pacific Rim Universities
, 275
Association of Public and Land-grant Universities
, 271
Association of Swedish Higher Education
, 280n6
Association of the Universities of the Latin America and the Caribbean
, 271
Attention economy
, 308
Aurora
, 275
Austrian Rectors’ Conference
, 280n6
Authenticity, ontological assumptions of
, 61
Authentic self-disclosure
, 17
Authentic transparency
, 69, 74
Authority negotiations
, 232, 253–254
Epsilon
, 247–249
Pirate Party of Germany
, 242–243
Autocatalysis, from complex endogenous relationships
, 165
Autopoiesis
, 4, 8, 175, 339
Baden-Württemberg
, 289
Balanced Scorecard
, 94
Balance sheets
, 50
Benefit payment
, 189
Berkeley Software Distribution (BSD)
, 166n5
open license
, 153
Bestadt Airport
, 297–299
Big data
, 309, 321
Biological genesis
, 166n4
Bismarck, Otto von
, 76n2
Boundary(ies)
competence
, 159
of control
, 38–41
discourse
, 202
efficiency
, 143, 159
extra-organizational, affected by meta-organizations
, 259–279
formation
, 141, 144, 159–162
fuzzy
, 164
identity
, 143, 144, 159
operative
, 57
organizational field and institutional isomorphism
, 335–337
within organizational networks, space effect on
, 283–301
of organizations
, 3–24, 139–166, 169–191
porosity
, 141, 143, 162, 323
of power
, 143, 145, 159
trajectories of
, 161–163, 164–165
of visibility in transparency
, 55–76
work
, 174
Boundaryless organizations
, 15, 140, 144, 164
Boundary-maintaining systems
, 7, 57, 62, 75
Bounded rationality
, 5, 67
Bourdieu, P.
theory of social fields
, 332–334, 335–343, 346–348, 352–355
model of differentiated societal fields
, 337
Buffering
, 155
Bureaucratic authority
, 94
Capitalism, crowd-based
, 116, 117
Cash flow statements
, 50
Central American University Council
, 271
Centralization
, 91–92
Centralized resource allocation model
, 44
C-Form
, 118
CfP
, 306, 313
Charismatic leadership
, 94
Chatham House Rule
, 247
Chinese C9 League
, 274, 275
Cisco
, 156
Code modules, keeping
, 153
Coding
, 202
Coercive isomorphism
, 336
Cognitive openness
, 175–177, 181–186
Coimbra Group
, 274, 275
Collaboration, as organization design
, 21
affectual action
, 89
challenges to scaling-up value-rationality
, 90–92
ethic of contribution, institutionalization of
, 93–95
future research
, 102–104
instrumentally rational action
, 88
interactive process management
, 95–96
moderators and boundary conditions
, 100–102
participative centralization
, 96–98
shared value, impediments of
, 85–87
traditionalistic action
, 89
value-rationality
, 89–90
Collaborative consumption
, 116, 121
Collaborative organization design
, 84
Collective identity, positioning of
, 154
College for Sciences of the Society
, 345, 346, 348
Collegiality
, 92–100
Committee of Vice-Chancellors and Principals of the Universities of the United Kingdom see Universities UK
Communication
, 17
channels
, 177–178, 188
distancing
, 206
robotic
, 206–207
Community
, 288
brokers
, 158
gatekeepers
, 157
hybrid
, 21, 118–123
management, professionalization of
, 156
online
, 113–132
Community-managed production
, 145
Community of Mediterranean Universities
, 266
Companies Act 2006
Section
, 172, 36
Competition as ideological imperative, rise of
, 274–276
Complete organizations
, 144
Confederation of European Union Rectors’ Conferences
, 271
Consent desensitization
, 320
Consistency
, 230–231, 250–252
Epsilon
, 244–246
Pirate Party of Germany
, 238–240
Consortium of Universities for Global Health
, 273, 277
Control, boundaries of
, 38–41
Corporate identity
, 234
Corporate partners’ resources, accessing
, 156
Corporate social responsibility
, 43
Critical accounting
, 41–43, 50
Cross-border interaction, intensification of
, 271–274
Crowd-based capitalism
, 116, 117
Crowdfunding
, 120
Customer service representatives (CSRs)
, 206
Data analysis
, 202
Data-based business (DBB) models
, 305–325
data governance, as organizational field
, 310–321
organizational boundaries
, 308–310
Data-based discrimination
democracy and
, 313–314
power and
, 313–314
Data collection
, 201–202
Data governance, as organizational field
, 310–321
data ownership
, 311–312
data privacy
, 312–313
data-based discrimination
, 313–314
institutional history
, 316–321
key actors
, 314–316
Data ownership
, 311–312
Data privacy
, 312–313
Debian OSS community
, 165, 166n7
Decided and undecided orders, interactions between
, 159–161
Decision machines
, 63
Decision premises
, 63–64
Decision programs
, 177, 178, 184–185
Deliveroo
, 196
Democracy, and data-based discrimination
, 313–314
Digital data
, 309
Digital direct action
, 320
Digital economy
, 115–117
Disclosure devices
, 59
Disruptive innovations
, 221
Diversification of interests
, 157
Driver-bots
, 196, 207–210, 218
Driver-partners
, 196, 208, 210–213, 218
Driver responses to organizational boundaries
, 202
Dynamic fields and markets
, 14–17
new institutionalism
, 15–17
systems theory
, 15
EAS7
, 274
eBay
, 316
Economization, accounting and
, 43–47
Effacement
, 203
Emergent institutional fields
, 321–322
Emilia Romagna
, 289
Enron
, 40
Entity(ies)
assumption
, 34
proprietary
, 35, 36–37
pure
, 35, 36
rule-abiding
, 66
social
, 35–37, 41, 44
Entrepreneurialization
, 203
Environmental degradation
, 50
Epsilon
, 22
authority negotiations
, 247–249
consistency
, 244–246
surveillance
, 246–247
transparency
, 235–237
Equity method
, 38
Equity ownership
, 38, 39
Ethic of contribution, institutionalization of
, 93–95
Europaeum
, 275
European Association of Co-operative Banks (EACB)
, 262
European Collaborative Economy Industry
, 129
European Commission
General Data Protection Regulation
, 319
1998 Data Protection Directive
, 319
European Confederation of Upper Rhine Universities
, 272
European Union (EU)
, 18, 129, 272, 319
European University Association
, 266, 271, 272
Exponential growth
, 157
Extant theory of platform organizing
, 115
External legitimacy
, 102
Extrusion
, 203
Facebook
, 308, 310, 319
Face-to-face interactions
, 62, 120, 121
Federal Trade Commission (FTC)
, 318–319
Federation of the Universities of the Islamic World
, 272
Fiction of control
, 40
Field-level governance
, 307
FIFA
, 18, 19
Financial accounting
, 32–34, 42–49
Financial health
, 45
Finland
disciplinary struggle in organizational field
, 343–352
isomorphic pressures and restoration of doxa in university department
, 348–352
medical system, reform of
, 44
organizational field at national level in educational sciences
, 344–348
Firefox
, 320
Firm-level governance
, 307
Fitbit
, 309
Fluid forms of production, organizational boundaries in
, 139–166
decided and undecided orders, interactions between
, 159–161
intentionally designed organizational elements
, 153–154, 155–157, 158
relevance and characteristics
, 163–164
salience and formalization
, 159
structuring dynamics
, 164–165
trajectories of boundaries
, 161–163, 164–165
unintended adjustments
, 154–156, 157–158
Fluidity
, 143
Fragmentation
, 91
of identities
, 157
Freemium services
, 306
Free Software Foundation
, 154
Frontstage/backstage theory
, 57, 60–62, 74
Fuzzy boundaries
, 164
Georgetown Law Center on Privacy and Technology
, 324
Gett
, 196
Global Council of Research-Intensive Universities
, 276
Global Research Council
, 281n8
Global research university
, 276
Glocalization
, 337
Goal attainment
, 105n3
Goal displacement
, 91
Goffman, Erving
, 57, 60–62, 65–66, 70, 74–76
Google
, 308, 310, 316, 319, 324
Ad Sense
, 315
Governance gap
, 308
Group accounting
, 38–41
Group of Eight
, 268, 274, 275
Group of Ten see U15 Group of Canadian Research Universities
Guild of European Research-Intensive Universities
, 275
Heritage assets
, 37
Hetereodoxy
, 345
Hierarchy
, 152, 253–254
of roles
, 155
hierarchical levels, proliferation of
, 156
High reliability networks (HRNs)
, 291–292, 298, 300
High reliability organizations (HROs)
, 291, 292
Hire an Esquire
, 221
HomeAway
, 116
Homesharing
, 120
Hoshin Kanri planning process
, 94
HouseTrip
, 116
Hybrid communities
, 21
boundary-blurring nature of sharing economy, mirroring
, 119–121
form of
, 121–123
platform organization, resource dependence of
, 124–128
in sharing economy
, 118–123
strategic responses to dependency on
, 128–130
Hypocrisy
, 67
IBM
, 99, 148, 156
Ideal speech situation
, 94
Identity-based mobility
, 157
IKEA
, 286
Income statements
, 50
Individualization
, 180–181, 186–189
Inferred data
, 309
Informality
, 64–65
Information and communication technologies (ICTs)
, 61, 114, 116, 120, 124, 127, 128, 131
advances in
, 13–14
Information flows
, 123
Infusion of value
, 83, 85
Innovation
disruptive
, 221
networks
, 172, 289
open
, 116, 172
user
, 116
Institutional biographies
, 11
Institutional complexity
, 4, 11, 47–48
Institutional demands
, 11
Institutional embodiment
, 85
Institutional entrepreneur
, 15–16
Institutional entrepreneurship
, 11
Institutional heterogeneity
, 4
Institutional history of the organizational field of data governance
cognitive and individual approaches to personal data governance
, 320–321
pre-regulatory approaches
, 316–318
regulatory versus normative approaches to personal data governance
, 318–320
Institutional isomorphism, organizational field and
, 335–337
Institutionalization
, 88–89
Institutional logics
, 4, 12, 173, 174
Institutional work
, 11
Instrumentally rational action
, 88
Instrumental-rational action
, 21
Instrumental-rationality
, 98
Integration
, 105n3
Intellectual property rights (IPRs)
, 351
Intentionally designed organizational elements
, 153–154, 155–157, 158
Interaction theory
, 75
Interactive process management
, 95–96
Interactive value creation
, 172
Interagency collaboration
, 180, 181–186
Interinstitutional systems
, 173
International Alliance of Research Universities
, 275
International Association of Buddhist Universities
, 268
International Association of Maritime Universities
, 273
International Association of Universities (IAU)
, 264, 272
International Association of Universities and Colleges of Art, Design and Media
, 273
International Federation of Catholic Universities
, 273
International institutions, advent of
, 271–274
International Network of Universities
, 274
Interorganizational collaboration
, 180
Interorganizational networks
, 172
Interstitial institutional fields
, 322
Inter-University Board
, 280n6
Intraorganizational processes
, 21–22
Intrinsic motivation
, 122–123
Invasive transparency regimes
, 17–18
new institutionalism
, 17–18
systems theory
, 17
Islamic Educational, Scientific and Cultural Organization (ISESCO)
, 272
Italian Rectors’ Conference
, 266
Japanese RU11 League
, 274
Jawbone UP
, 309
Job centers
, 171, 180, 181–184, 185, 188–190, 191n1
Job placement
, 189
Kaiser Permanente
, 94, 96, 102
Kalanick, Travis
, 129–130, 211, 216
Kansansivistysoppi
, 346, 348
Kaplan University
, 222
King’s College London
, 273
Knowledge management
, 172
Knowledge work
, 172
Latency
, 105n3
Latin American Association of Universities of Public Relations Programmes
, 273
Latin American Organization of Catholic Universities
, 273
Leadership, charismatic
, 94
League of the European Research Universities (LERU)
, 268, 275
Legitimate domination
, 90
Lehman Brothers, collapse of
, 40
LEX
, 248, 249
Linux
, 119, 121, 122
Liquid Feedback
, 242
Lobbying core members
, 155, 157
Loose coupling
, 128
Luhmann, N.
systems-theoretical legacy
, 333, 336, 338–340, 342, 343, 345, 348, 352–355
Lyft
, 121, 196
Manchester United
, 19
Marketization
, 187
Massive open online courses (MOOCs)
, 222
McCool, Rob
, 148
Membership
, 286–287
behavioral expectations and
, 287
Meritocracy
, 152, 153
Meta-entities
, 34, 38–41
Meta-organizations
, 18–19, 22–23, 39
extra-organizational boundaries affected by
, 259–278
competition as ideological imperative, rise of
, 274–276
cross-border interaction, intensification of
, 271–274
international institutions, advent of
, 271–274
national higher education fields, consolidation of
, 269–271
twentieth-century university expansion
, 269–271
as extra-organizational environment
, 261–264
new institutionalism
, 19
systems theory
, 19
in university sector
, 264–265
Micro-sociological theory
, 76
Microsoft
, 154
Atlas
, 315
Mid-Staffordshire National Health Service Trust
, 45–46
Mimetic isomorphism
, 336
Mode 2 knowledge production
, 332
Monitoring
, 152
Motivation, intrinsic
, 122–123
Multiple-field embeddedness
, 277
Napster
, 116, 316
National Association of German Cooperative Banks (BVR)
, 262, 263
National higher education fields, consolidation of
, 269–271
Natural selection
, 152, 153
Neoinstitutionalism
, 332–333
Neo-institutionalist organizational theory
, 172, 173–174
Neoinstitutionalists
, 332–337, 343, 345, 350, 352–355
Network(s)
, 288
innovation
, 172, 289
interorganizational
, 172
organizational see Organizational networks
project
, 289–290
regional
, 289
Networks Effective Aids for Individuals
, 182
New institutionalism
, 4, 6–8, 11–12, 15–16, 17–19
dynamic fields and markets
, 15–17
information and communication technologies
, 14
invasive transparency regimes
, 17–18
meta-organizations
, 19
New Public Management
, 44, 179
Nextlaw Labs
, 221
9Flat
, 116
Normative isomorphism
, 336
Not-entity
, 51
Observation period
, 200–201
Observed data
, 309
Off-balance sheet
, 51
On-demand economy
, 195–223
app users
, 204–207
coding and data analysis
, 202
data collection and research question
, 201–202
driver–bots
, 207–210
driver–partners
, 210–213
online ethnographic methods and observation period
, 200–201
role conflicts and contradictions
, 213–215, 216–217
theorizing
, 203
work and worker, challenges to locating
, 197–198
work as source of belonging
, 198–199
work as source of identity
, 199
work as source of substantial meaning
, 198
On-demand workers
, 22
Online behavioral advertising (OBA)
, 309
Online communities
, 113–132
features of
, 118–119
form of
, 122
sources of
, 119
Online ethnographic methods
, 200–201
Open innovation
, 116, 172
Open-source software (OSS)
, 140, 141–142, 147–158
Open systems’ perspective of activation policies
, 170, 171, 179–181
limits of
, 172–175
Operational autonomy
, 9
Operational closure
, 175–177
complexity in
, 184–185
Operative boundaries
, 57
Operative closure
, 62–66, 74
Oral culture
, 71, 72
Organic integration
, 154
Organizational boundaries
, 3–24
data-based business models
, 308–310
driver responses to
, 202
extra-organizational boundaries affected by meta-organizations
, 259–278
in fields and networks
, 172–175
in fluid forms of production
, 139–166
and partiality, relationship between
, 141
redesigning
, 169–191
see also Boundaries
Organizational decisions
procedural, relational, and personnel structuring of
, 177–179
Organizational fields
, 4, 23–24, 307, 331–356
data governance as
, 310–321
defined
, 310–311
and institutional isomorphism
, 335–337
at national level in educational sciences
, 344–348
neoinstitutionalist notion of
, 332–333
permeability
, 337–338
silence of doxa
, 338–342
system unfolding complexity of environment in discipline making
, 353–356
Organizational identity
, 143
Organizational imperfections
, 66–68
Organizationally structured provision of services
, 186–189
Organizational mission
, 82
Organizational networks
, 23
interorganizational networks
, 172
space effect on boundaries within
, 283–301
Organizational permeability
, 337–338
Organizational politics
, 97
Organizational practice
, 290, 296–298
Organizational responses to demands for transparency
, 69–71
Organizational slack
, 67
Organizational vision
, 82
Organization design for shared purpose, collaboration as
, 81–106
affectual action
, 89
challenges to scaling-up value-rationality
, 90–92
ethic of contribution, institutionalization of
, 93–95
future research
, 102–104
impediments of
, 85–87
instrumentally rational action
, 88
interactive process management
, 95–96
moderators and boundary conditions
, 100–102
participative centralization
, 96–98
traditionalistic action
, 89
value-rationality
, 90–92
Organizations
, 63, 286
boundaries of see Organizational boundaries
as closed and open systems
, 5–8
physicalist/manufacturist conception of
, 33
and operative closure
, 62–66
technical versus institutional dimensions of
, 85
partial
, 280n2
see also individual entries
Orthodoxy
, 345
Ostwestfalen-Lippe University of Applied Sciences
, 263
Oxford University
, 263
Partial organizations
, 141
and organizational boundaries, relationship between
, 141, 146
Partial organizations
, 280n2
Participative centralization
, 96–98
Path generation
, 165
Pedagogical College, Jyväskyla
, 345
Peer reviewing
, 152, 153
Performativity approaches to transparency
, 58–60, 69
Permeability
, 3–24, 45
problematics in accounting
, 49
Personnel selection
, 178
Physicalist/manufacturist conception of organization
, 33
Pirate Party of Germany
, 22, 72–73, 74, 229, 234–235
authority negotiations
, 242–243
consistency
, 238–240
surveillance
, 240–242
transparency
, 237–243
Placement barriers
, 189
Platform economy
, 116
Platform organization
, 113–132
boundary-blurring nature of sharing economy, mirroring
, 119–121
resource dependence view, strategic implications of
, 123–130
in sharing economy
, 115–118
See also Sharing economy
Power, and data-based discrimination
, 313–314
Premier League
, 19
Presumption
, 119
Principal-agent theory
, 58
Privacy self-management
, 320
Private–public partnerships
, 46
Problem-driven boundary phenomenon
, 308
Project Management Committees (PMCs)
, 152, 156, 158
Project networks
, 289–290
Proprietary entity view of the accounting
, 35, 36–37
PRX see UpBeat
Public Employment Service (PES)
, 181–182
Public policy
, 102
Purdue University
, 222
Pure entity view of the accounting
, 35, 36
Quality Function Deployment
, 94
Quantified self movement
, 315
Rational actorhood
, 62
Rebound effect
, 160
Rectors’ conference
, 260, 280n1
Rectors’ Conference of Finnish Universities of Applied Sciences
, 268
Reflexivity
, 341–342
Regional networks
, 289
Regional Universities Forum for Capacity Building in Agriculture
, 273
Related parties
, 33
Representative practice
, 290, 294–295
Reputational risk
, 72
Research-intensive university
, 276
Research question
, 201–202
Resource control
concentration of
, 127
discretion over
, 126–127
Resource dependence theory
, 20
contemporary relevance of
, 123–124
platform organization on hybrid community
, 124–128
strategic implications of
, 123–130
Resource importance
, 126
Reward distribution
, 122–123
Ride-hailing
, 222n, 3, 223–224n, 6
Ridesharing
, 120
Risk(s)
, 68
management
, 68
reputational
, 72
Robotic communication
, 206–207
Role conflicts and contradictions
, 213–215, 216–217
Rule-abiding entities
, 66
Russell Group
, 19, 274, 275
Sanctioning
, 152
Saxe, John Godfrey
, 76n2
Scientific capital
, 342
Secrecy–transparency nexus
, 69, 74
Security signals
, 320
Segmentation
, 94
Self-referential closure
, 184
Self-referential organizations
, 4
Self-referential systems
, 176, 177
Self-tranaparency
, 58
Shared discourse about identity, establishing
, 157
Shared purpose, collaboration as organization design for
, 81–106
affectual action
, 89
challenges to scaling-up value-rationality
, 90–92
ethic of contribution, institutionalization of
, 93–95
future research
, 102–104
impediments of
, 85–87
instrumentally rational action
, 88
interactive process management
, 95
moderators and boundary conditions
, 100–102
participative centralization
, 96–98
traditionalistic action
, 89
value-rationality
, 90–92
Sharing economy
, 13, 21, 114
boundary-blurring nature of, mirroring
, 119–121
hybrid communities in
, 118–123
platform organization in
, 115–118
Silence of doxa
, 333, 338–342, 345
Silicon Valley
, 289
Social entity view of the accounting
, 35–37, 41, 44
Society
, 63
Soft resistance
, 315
Solidarity
, 236
Solvency
, 45
Source Forge
, 154
Southern African Development Community (SADC)
, 272
Southern African Regional Universities Association
, 272
Space effect, on boundaries within organizational networks
, 283–301
organizational practice
, 296–298
representative practice
, 294–295
spatial practice
, 295–296
Space representation
, 290
Spatial practice
, 289, 290, 295–296, 299
Specialization
, 92, 185
Special purpose vehicles (SPVs)
, 40
Stakeholders
, 47–48
Stanford model of technology transfer
, 335–336
Stanford University
, 335
Strategic action fields
, 173
Strategic choice
, 11
Structural coupling
, 339
Structural differentiation
, 186
Structuring dynamics, in fluid forms of production
, 164–165
Subsidiarity
, 236
Sun Microsystems
, 156
Surveillance
, 231–232
Epsilon
, 246–247
forms of
, 252–253
Pirate Party of Germany
, 240–242
Swarm intelligence
, 242
Swedish Academic Rectors’ Conference
, 280n6
Swiss Rectors’ Conference
, 269
Systems theory
, 4, 6–11, 15, 17, 19–21, 57, 171
dynamic fields and markets
, 16
information and communication technologies
, 13–14
invasive transparency regimes
, 17–18
meta-organizations
, 19
System-theoretical legacy
, 333
Task
allocation
, 122
characteristics
, 101
division
, 121–122
partitioning
, 153
significance
, 82
TaskRabbit
, 121, 196
Territorialization
, 45
Tertiary schooling
, 337
Theorization of roles
, 153–154
Theorizing
, 203
Theory of the presentation of the self
, 57
360-degree feedback
, 99
TrackMeNot
, 320
Traditionalistic action
, 89
Traditionalistic status
, 94
Transaction cost economics (TCE)
, 306, 321, 323
Transnational institutional fields
, 322–323
Transparency
, 20, 22
authentic
, 69, 74
authority negotiations
, 232, 242–243, 247–249, 253–254
boundaries of visibility in
, 55–76
comparative case study
, 237–238
consistency
, 230–231, 238–240, 244–246, 250–252
Epsilon
, 235–237, 244–249
invasive regimes
, 17–18
measures
, 70
organizational responses to demands for
, 69–71
performativity approaches to
, 58
perils of
, 227–254
Pirate Party of Germany
, 234–235, 237–243
research
, 57–60
and secrecy, nexus between
, 69, 74
self-tranaparency
, 58
strategies of
, 230–233
surveillance
, 231–232, 240–242, 246–247, 252–253
verifiability approaches to
, 57–58
T-shaped skills
, 98–100
Twentieth-century university expansion
, 269–271
Twitter
, 308
Uber
, 22, 117, 118, 121, 127, 196, 205–206, 208, 216–217, 223n, 6, 286, 310
UberEats
, 208
UberPool
, 209
UEFA
, 19
U15 Group of Canadian Research Universities
, 274–275
Unintended adjustments
, 154–156, 157–158
Union of International Associations (UIA)
Open Yearbook
, 264
United Nations
, 18
United Nations Educational Scientific and Cultural Organization (UNESCO)
, 265, 272
Universities Austria
, 280n6
Universities Bureau of the British Empire
, 271
Universities Canada
, 269
Universities UK
, 269
University associations
competition as ideological imperative, rise of
, 274–276
cross-border interaction, intensification of
, 271–274
extra-organizational boundaries affected by
, 259–279
international institutions, advent of
, 271–274
national higher education fields, consolidation of
, 269–271
twentieth-century university expansion
, 269–271
types of
, 267
University of Jyväskyla
, 345
University of Tampere
, 345
UpBeat
, 221
UpCounsel
, 221
User innovation
, 116
Value for money
, 72
Value-rationality
, 21, 83–84, 89–90, 93, 105n2
challenges to scaling-up
, 90–92
principles and techniques for scaling-up
, 101
Verifiability approaches to transparency
, 57–58, 69
Visibility in transparency, boundaries of
, 55–76
examples
, 71–73
frontstage/backstage theory
, 60–62
operative closure
, 62–66
organizational imperfections
, 66–68
organizational responses to demands for transparency
, 69–71
performativity approaches
, 58–60
verifiability approaches
, 57–58
Volksbildungslehre
, 348
Wikipedia
, 116, 121
Wimdu
, 116
Wissenschaft
, 339
Work
as app users
, 206–207
challenges to locating
, 197–198
as driver–bots
, 207–210
as driver–partners
, 211–213
role conflicts and contradictions
, 213–215, 216–217
as source of belonging
, 198–199
as source of identity
, 199
as source of substantial meaning
, 198
Worker, challenges to locating
, 197–198
World-class university
, 276
World cultural approach
, 336–337
Yahoo
, 316
Right Media
, 315
Young European Research Universities
, 275
- Prelims
- Introduction
- Toward Permeable Boundaries of Organizations?
- Section 1 Conceptualizing Organizational Boundaries
- Accounting, Boundary-making, and Organizational Permeability
- Boundaries of Visibility in the Age of Transparency: An Integrative Conceptualization
- Collaboration as an Organization Design for Shared Purpose
- Platform Organizing in the New Digital Economy: Revisiting Online Communities and Strategic Responses
- Section 2 Boundaries and Organizational Dynamics
- Organizational Boundaries in Fluid Forms of Production: The Case of Apache Open-source Software
- Redesigning Organizational Boundaries and Internal Structures: A Sociological Interpretation of Activation Policies
- Working for an App: Organizational Boundaries, Roles, and Meaning of Work in the “On-demand” Economy
- The Perils of Organizational Transparency: Consistency, Surveillance, and Authority Negotiations
- Section 3 Extending Boundaries: Meta-Organization and Organizational Networks
- How Do Meta-organizations Affect Extra-organizational Boundaries? The Case of University Associations
- The Effect of Space on Boundaries within Organizational Networks
- Section 4 Boundaries and Organizational Fields
- Big Data, Bigger Questions: Data-based Business Models and Their Implications for Organizational Boundaries, Data Governance, and Society
- Discipline-making and Organizational Permeability of the University: Discussing the Notion of Organizational Field
- Index