Contemporary articles citing Dimaggio P (1988) I Patterns Org Cultu

change, fields, organizational, institutional, stability, there, years, processes, elements, ability

Fligstein, Neil & Doug McAdam. 2011. "Toward a General Theory of Strategic Action Fields." Sociological Theory. 29:1 1-26. Link
In recent years there has been an outpouring of work at the intersection of social movement studies and organizational theory. While we are generally in sympathy with this work, we think it implies a far more radical rethinking of structure and agency in modern society than has been realized to date. In this article, we offer a brief sketch of a general theory of strategic action fields (SAFs). We begin with a discussion of the main elements of the theory, describe the broader environment in which any SAF is embedded, consider the dynamics of stability and change in SAFs, and end with a respectful critique of other contemporary perspectives on social structure and agency.

Beckert, Jens. 2010. "Institutional Isomorphism Revisited: Convergence and Divergence in Institutional Change." Sociological Theory. 28:2 150-166.
Under the influence of groundbreaking work by John Meyer and Brian Bowen, as well as Paul DiMaggio and Walter Powell, over the last 30 years research in the new sociological institutionalism has focused on processes of isomorphism. I argue that this is a one-sided focus that leaves out many insights from other institutional and macrosociological approaches and does not do justice to actual social change because it overlooks the role played by divergent institutional development. While the suggestion of divergent trends is not new, there have been Jew attempts to integrate divergence into the theoretical premises of the new sociological institutionalism. Based on the typology proposed by DiMaggio and Powell, I show that the mechanisms identified by them as sources of isomorphic change can support processes of divergent change as well. The theoretical challenge is to identify conditions under which these mechanisms push institutional change toward homogenization or divergence.

Schneiberg, Marc & Elisabeth Clemens. 2006. "The Typical Tools for the Job: Research Strategies in Institutional Analysis." Sociological Theory. 24:3 195-227. Link
Institutional theory rests on a rejection of reductionism. Instead of reducing higher-order phenomena to aggregates of behavior, institutional theory reverses this causal imagery. It attributes the behavior of organizations and nation-states to contextual factors, notably organizational fields, national institutional systems, or the emerging global polity, Institutionalists, particularly within sociology, also emphasize specifically cultural mechanisms for these higher-order effects. This article develops the methodological foundations for these claims. It surveys and elaborates research designs for documenting higher-order effects and for differentiating the cultural mechanisms of institutional influence. It also presents new strategies for assessing multiple logics and the coherence of institutional orders, moving beyond adoption and diffusion studies to analyze the dynamic and contested processes of institutionalization and institutional change.

Hallett, T. 2003. "Symbolic Power and Organizational Culture." Sociological Theory. 21:2 128-149. Link
With the recent wave of corporate scandals, organizational culture has regained relevance in politics and the media, However, to acquire enduring utility, the concept needs an overhaul to overcome the weaknesses of earlier approaches. As such, this paper reconceptualizes organizational culture as a negotiated order (Strauss 1978) that emerges through interactions between participants, an order influenced by those with the symbolic power to define the situation. I stress the complementary contributions of theorists of,practice (Bourdieu and Swidler) and theorists of interaction (Goffman and Strauss), building upward from practice into interaction, symbolic power, and the negotiated order. Using data from initial reports on the fall of Arthur Andersen and Co., I compare this symbolic power approach to other approaches (culture as subjective beliefs and values or as context/public meaning). The symbolic power model has five virtues: an empirically observable object of study; the capacity to explain conflict and integration; the ability to explain stability and change; causal efficacy; and links between the micro-, meso-, and macrolevels of analysis. Though this paper focuses on organizational culture, the symbolic power model provides theoretical leverage for understanding many situated contexts.

Fligstein, N. 2001. "Social Skill and the Theory of Fields." Sociological Theory. 19:2 105-125. Link
The problem of the relationship between actors and the social structures in which they are embedded is central to sociological theory. This paper suggests that the ``new institutionalist ``focus on fields, domains, or games provides an alternative view of how to think about this problem by focusing on the construction of loca( orders. This paper criticizes the conception of actors in both rational choice and sociological versions of these theories. A more sociological view of action, what is called ``social skill,'' is developed. The idea of social skill originates in symbolic interactionism and is defined as the ability to induct cooperation in others. This idea is elaborated to suggest how actors are important to the construction and reproduction of local orders. I show how, its elements already inform existing work. Finally I show how the idea can sensitize scholars to the role of actors in empirical work.