Books: 'Collective action organization'

1

Dowding, Keith Martin. Collective action, group organization and pluralist democracy. Oxford: University of Oxford, Trinity College, 1987.

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2

Bank, World, ed. Accelerating health reforms through collective action: Experiences from East Africa. Washington, DC: World Bank Group, 2014.

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3

Collective action and property rights for poverty reduction: Insights from Africa and Asia. Philadelphia: University of Pennsylvania Press, 2011.

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4

1968-, Sandy Marie G., ed. Collective action for social change: An introduction to community organizing. New York, NY: Palgrave Macmillan, 2011.

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5

Community action for collective goods: An interdisciplina[r]y approach to the internal and external solutions to collective action problems : the case of Hungarian condominiums. Budapest: Akadémiai Kiadó, 2006.

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6

Orbán, Annamária. Community action for collective goods: An interdisciplina[r]y approach to the internal and external solutions to collective action problems : the case of Hungarian condominiums. Budapest: Akadémiai Kiadó, 2006.

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7

J, Flanagin Andrew, and Stohl Cynthia, eds. Collective action in organizations: Interaction and engagement in an era of technological change. Cambridge: Cambridge University Press, 2012.

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8

Lamoureux, Henri. L' intervention sociale collective: Une éthique de la solidarité. Glen Sutton, Québec: Le Pommier, 1991.

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9

Advocacy organizations and collective action. Cambridge: Cambridge University Press, 2010.

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10

Prakash, Aseem, and Mary Kay Gugerty, eds. Advocacy Organizations and Collective Action. Cambridge: Cambridge University Press, 2010. http://dx.doi.org/10.1017/cbo9780511762635.

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11

H, Quigley James, ed. As one: Individual action, collective power. London: Portfolio/Penguin, 2011.

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12

A, Lambert Judith, ed. Collective learning for transformational change: A guide to collaborative action. New York: Routledge, 2013.

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13

Malamidis, Haris. Social Movements and Solidarity Structures in Crisis-Ridden Greece. NL Amsterdam: Amsterdam University Press, 2020. http://dx.doi.org/10.5117/9789463722438.

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Social Movements and Solidarity Structures in Crisis-Ridden Greece explores the rich grassroots experience of social movements in Greece between 2008 and 2016. The harsh conditions of austerity triggered the rise of vibrant mobilizations that went hand-in-hand with the emergence of numerous solidarity structures, providing unofficial welfare services to the suffering population. Based on qualitative field research conducted in more than 50 social movement organizations in Greece’s two major cities, the book offers an in-depth analysis of the contentious mechanisms that led to the development of such solidarity initiatives. By analyzing the organizational structure, resources and identity of markets without middlemen, social and collective kitchens, organizations distributing food parcels, social clinics and self-managed cooperatives, this study explains the enlargement of boundaries of collective action in times of crisis.

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14

Steady, Filomina Chioma. Women and collective action in Africa: Development, democratization, and empowerment. New York: Palgrave Macmillan, 2005.

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15

Bano, Masooda. Breakdown in Pakistan: How aid is eroding institutions for collective action. Stanford, California: Stanford Economics and Finance, an imprint of Stanford University Press, 2012.

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16

Breakdown in Pakistan: How aid is eroding institutions for collective action. Stanford, California: Stanford Economics and Finance, an imprint of Stanford University Press, 2012.

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17

Marc, Garcet, ed. En marche vers un idéal social: Homme, individu, citoyen. Paris, France: L'Harmattan, 2005.

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18

Government, communities, and non-governmental organizations in social sector delivery: Collective action in rural drinking water supply. Aldershot, Hants, England: Ashgate, 1999.

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19

Steady, Filomina Chioma. Women and collective action in Africa: Development, democratization, and empowerment, with special focus on Sierra Leone. New York: Palgrave Macmillan, 2006.

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20

Strategic management in public and nonprofit organizations: Thinking and acting strategically on public concerns. New York: Praeger, 1989.

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21

Busacca, Maurizio, and Roberto Paladini. Collaboration Age. Venice: Fondazione Università Ca’ Foscari, 2020. http://dx.doi.org/10.30687/978-88-6969-424-0.

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Recently, public policies of urban regeneration have intensified and multiplied. They are being promoted with the aim to start social and economic dynamics within the local context which is subject to intervention. From the empirical analysis, we realise that such activities are mainly implemented by three subjects or by mixed coalitions (public institutions, actors of the third sector and companies). Within them, each player is moved by a multiplicity of interests and goals that go beyond their own nature – public interest, market and mutualism – and tend to redefine themselves, thus becoming hybrid forms of production of value (social, economic, cultural). By studying a number Italian and Catalan cases, this essay deals with the theory that, under specific conditions and configurations, a collaborative direction – of organization, production and design – would give life to successful procedures, even without the identification of a one-best-way. The collaboration is not simply a choice of operation, but a real production method which mobilises social resources to create hybrid solutions – between state, market and society – to complex issues that could not be faced solely with the use of the rationale of action of one among the three actors. In this framework, the systems of relations and interactions between players and shared capital become an essential condition for the success of every initiative of urban redevelopment, or failure thereof. Such initiatives are brought to life by the strategic role of individuals who foster connections as well as the dissemination of non-redundant information between social networks, and collective and individual actors which would otherwise be separated and barely able to communicate and collaborate with each other. In addition to the functions carried out by knowledge brokers, that have been extensively described in organisational studies and economic sociology, the aforementioned figures act as real social enzymes, that is to say, they handle the available information and function as catalysts of social processes of production of knowledge. Moreover, they increase the reaction speed, working on mechanisms which control the spontaneity.

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22

Christakis, Alexander N. How people harness their collective wisdom and power to construct the future in co-laboratories of democracy. Greenwich, CT: Information Age Pub., 2006.

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23

(Editor), Gene Desfor, Deborah Barndt (Editor), and Barbara Rahder (Editor), eds. Just Doing It: Popular Collective Action in the Americas. Black Rose Books, 2002.

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24

(Editor), Gene Desfor, Deborah Barndt (Editor), and Barbara Rahder (Editor), eds. Just Doing It: Popular Collective Action in the Americas. Black Rose Books, 2002.

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25

Louis, Guay, ed. Mouvements sociaux et changements institutionnels: L'action collective à l'ère de la mondialisation. Sainte-Foy, Québec: Presses de l'Université du Québec, 2005.

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26

Lichterman, Paul. How Civic Action Works. Princeton University Press, 2020. http://dx.doi.org/10.23943/princeton/9780691177519.001.0001.

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This book renews the tradition of inquiry into collective, social problem-solving. The book follows grassroots activists, nonprofit organization staff, and community service volunteers in three coalitions and twelve organizations in Los Angeles as they campaign for affordable housing, develop new housing, or address homelessness. The book shows that to understand how social advocates build their campaigns, craft claims, and choose goals, we need to move beyond well-established thinking about what is strategic. The book presents a pragmatist-inspired sociological framework that illuminates core tasks of social problem-solving by grassroots and professional advocates alike. It reveals that advocates' distinct styles of collective action produce different understandings of what is strategic, and generate different dilemmas for advocates because each style accommodates varying social and institutional pressures. We see, too, how patterns of interaction create a cultural filter that welcomes some claims about housing problems while subordinating or delegitimating others. These cultural patterns help solve conceptual and practical puzzles, such as why coalitions fragment when members agree on many things, and what makes advocacy campaigns separate housing from homelessness or affordability from environmental sustainability. The book concludes by turning this action-centered framework toward improving dialogue between social advocates and researchers.

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27

(Editor), Albrecht Schnabel, and Ramesh Chandra Thakur (Editor), eds. Kosovo and the Challenge of Humanitarian Intervention: Selective Indignation, Collective Action, and International Citizenship. United Nations University Press, 2000.

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28

Albrecht, Schnabel, and Thakur Ramesh Chandra 1948-, eds. Kosovo and the challenge of humanitarian intervention: Selective indignation, collective action, and international citizenship. Tokyo: United Nations University Press, 2000.

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29

Lorino, Philippe. Pragmatism and Organization Studies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198753216.001.0001.

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The development of pragmatist thought (Peirce, James, Dewey, and Mead) in the first half of the twentieth century in the United States deeply impacted political science, semiotics, philosophy, psychology, sociology, education, law. Later intellectual trends (analytical philosophy, structuralism, cognitivism) focusing on rational representations or archetypical models somehow sidelined Pragmatism for three decades. In the world of organizations, they often conveyed the Cartesian dream of rational control, which became the mainstream view in management and organization research. In response to the growing uncertainty and complexity of situations, social sciences have experienced a “pragmatist turn.” Many streams of organization research have criticized the view of organizations as information-processing structures, controlled through rational representations. They share some key theoretical principles: the processual view of organizing as “becoming”; the emphasis on the key role of action; the agential power of objects; the exploratory and inquiring nature of organizing. These are precisely the key theses of pragmatists, who formulated a radical critique of the dualisms which hinder organization studies (thought/action, decision/execution, reality/representation, individual/collective, micro/macro) and developed key concepts applicable to organization studies (inquiry, semiotic mediation, habit, abduction, trans-action, valuation). This book aims to make the pragmatist intellectual framework more accessible to organization and management scholars. It presents some fundamental pragmatist concepts, and their potential application to the study of organizations, drawing conclusions concerning managerial practices, in particular the critique of the Taylorian tradition and the promotion of continuous improvement. To enhance accessibility, each theme is illustrated by real cases experienced by the author.

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30

Keefer, Philip. Organizing for Prosperity. Edited by Carol Lancaster and Nicolas van de Walle. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199845156.013.5.

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The ability of citizens to act collectively plays a central role in major debates in the political economy of development, including the causes and consequences of democratization and clientelism. This article uses two lines of research to underscore the importance of explicitly introducing the organization of collective action into these debates. Exhaustive research on the management of open access resources demonstrates that citizens’ ability to act collectively depends on nontrivial organizational arrangements that allow leaders to sanction free-riding and allow members to replace leaders if they shirk. Other research demonstrates wide variability in the organization of political parties. In countries where political parties do not have these two organizational characteristics, public policies are less friendly to economic development. This evidence suggests that, in future research on democracy, state-building, and development, citizen organization should be an explicit object of analysis.

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31

Cameron, Kim S. Organizational Compassion. Edited by Emma M. Seppälä, Emiliana Simon-Thomas, Stephanie L. Brown, Monica C. Worline, C. Daryl Cameron, and James R. Doty. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190464684.013.30.

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In this chapter, we discuss compassion as experienced and expressed at the organization level of analysis. Shifting to this collective level suggests that the definition of compassion needs to be expanded to include two additional attributes: (1) the active demonstration of compassion through the organization and its members; and (2) actions motivated by inherent virtuousness rather than the acquisition of a reward. The chapter describes empirical studies in organizational settings in which the relationship between virtuousness and desired organizational outcomes is examined. Compassion by itself is seldom a singular predictor of organizational performance, but in combination with other virtues, it has profound effects. The chapter provides a theoretical rationale for why compassion has a significant impact on organizational performance. Three explanatory mechanisms are identified for why compassion predicts effectiveness. The chapter concludes by highlighting some fundamental principles that are needed to expand our understanding of compassion and its effects in organizations.

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32

Lorino, Philippe. Abduction. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198753216.003.0007.

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Abduction was introduced by Peirce, first as an abstract logical concept, and secondly as an epistemological model, the first step of inquiry: hypothesizing. In response to doubt, abduction builds a plausible and testable, but not yet tested, hypothesis. Peirce, in his later writings, outlined the further extension of abduction to the analysis of invention as a social process of action. In this chapter, abduction is characterized as a collective effort to invent new habits for the future. Organization scholars have used this notion for methodological reflection, but rarely involved it when theorizing the emergence of novelty in organizations. After recalling the original logical and epistemological definitions of abduction by Peirce, this chapter presents a case study from the area of urban planning that suggests applying the theory of abduction to organizational or inter-organizational doubtful and exploratory situations. The implications of this view for organization research and managerial practices are discussed.

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33

Reinecke, Juliane, Roy Suddaby, Ann Langley, and Haridimos Tsoukas, eds. Time, Temporality, and History in Process Organization Studies. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198870715.001.0001.

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Process studies of organizations focus attention on how and why organizational actions and structures emerge, develop, grow or terminate over time. Time, timing, and temporality, are inherent to organizational process studies, yet time remains an under-theorized construct that has struggled to move beyond chronological conceptions of “clock” time. Missing from this linear view are ongoing debates about objectivity versus subjectivity in the experience of time, linear versus alternative structures of time, or an appreciation of collective or culturally determined inferences of temporality. This is critical because our understanding of time and temporality can shape how we view and relate to organizational phenomena—as unfolding processes or stable objects. History is an equally important but under-theorized concept in organization studies. Organizational theorists have struggled to move beyond two limited conceptualizations of historical processes: history as a constraint on organizations’ capacity for change, or history as a unique source of competitive advantage. Both approaches suffer from the restrictive view of history as an objective set of “brute facts” that are exterior to the individuals, organizations, and collectives that experience them. The historical turn in management has triggered an effort to re-theorize history in organizations in a more nuanced manner, and management theory is acquiring a “historical consciousness”—an awareness of time, history, and memory as critical elements in processes of organizing. This volume draws together emerging strands of interest in adopting a more nuanced orientation toward time and history to better understand the temporal aspects of organizational processes.

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34

Tsoukas, Haridimos. Philosophical Organization Theory. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198794547.001.0001.

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When it comes to the field of organization and management theory, a philosophical perspective enables us to conduct organizational research imbued with the attitude of “wonder”; it helps researchers question dominant images of thought underlying mainstream thinking, and provides fresh distinctions that enable the development of new theory. In bringing together a collection of key essays by Haridimos Tsoukas, this volume explores fundamental concepts, such as organizational routines, that have gained currency in the field, as well as revisiting traditional concepts such as change, strategy, and organization. It discusses organizational knowledge, judgment, and reflection-in-action, and, at the meta-theoretical level, suggests complex forms of theorizing that seek to reflect the complexity of organizations. The conceptual attention throughout is on process and practice, underlain by performative phenomenology and an emphasis on agents’ lived experience. This provides us with the language to appreciate the dynamic character of organizational behaviour, the embeddedness of action, and the complexity of organizational life. The theoretical claims presented in this volume have important implications for scholarly practice, insofar as they help retrain our attention: from seeing structures and individuals, we can now appreciate processes, experiences, and practices. A phenomenological attitude makes organization theory more open, more creative, and more reflexive, and this book will be essential reading for researchers and students in the field of organization studies.

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35

Holt, Robin. The Judge. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199671458.003.0012.

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The judge is the singular source of authority, the figure in whose action judgment is embodied. Using Georges Rouault’s painting, The Judges, this chapter discusses the relationship between law, spectating, and feeling. Taking up a refrain from Walt Whitman, a poetic form of judging is argued for. Poetic judgment brings about a world framed by the creation of forms by which we can educate ourselves in the collective business of living. Strategy, understood as the presentation of an organization to itself and others, becomes a judgmental condition of bringing together general sensibility and particular experience to re-frame the places in which we live and work. This chapter introduces a reversal of visionary forms of strategy. With poetic judgment, strategy becomes an aesthetic process of creating organizational forms and we become increasingly and collectively aware of the vulnerable ordinary and its panoply of elusive and sometimes strange occurrences.

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36

Brown, Valerie A., and Judith A. Lambert. Collective Learning for Transformational Change: A Guide to Collaborative Action. Taylor & Francis Group, 2013.

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37

Rosenblatt, Fernando. The Theory. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190870041.003.0002.

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This chapter examines in detail the theoretical factors that explain party vibrancy: Purpose, Trauma, Channels of Ambition, and moderate Exit Barriers. Purpose fosters prospective loyalty. A party exhibits Purpose when it intensely defends a more or less coherent set of ideas, ideology, or a general project. Trauma forges retrospective loyalty among party members. It refers to shared emotions derived from the shared suffering of harsh experiences. Channels of Ambition captures the idea of parties as organizations comprising office seekers. More specifically, it builds on Aldrich’s (1995) claim that parties solve collective action problems for ambitious politicians. Finally, it discusses the theoretical effects of Exit Barriers. This factor fosters partisan organization when politicians from a political party perceive moderately high costs of leaving their organization to join a different party or of pursuing a career as an independent. Finally, the chapter also discusses the interaction among these factors.

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38

Gerlak, Andrea K., and Susanne Schmeier. River Basin Organizations and the Governance of Transboundary Watercourses. Edited by Ken Conca and Erika Weinthal. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199335084.013.20.

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This chapter defines transboundary waters and sheds light on the collective action problems they pose. It chronicles the rise of river basin organizations as the key regional institutions to manage and implement international water treaties and address collective action problems in transboundary waters. In examining questions of effectiveness, two important institutional design features of transboundary water governance are outlined: the role of stakeholder participation and the importance of science–policy linkages. Emerging challenges and controversies are addressed, including questions of adaptive capacity and matters of context in transboundary water governance. The chapter concludes with some suggested paths for future research, emphasizing institutional adaptation to future challenges.

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39

Information Systems for Health: Lessons Learned and After-action Review of the Implementation Process in the Caribbean, 2016–2019. Pan American Health Organization, 2021. http://dx.doi.org/10.37774/9789275123607.

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This publication reviews the work of the Pan American Health Organization (PAHO) with the countries of the Caribbean subregion and assesses the lessons learned to extend successful strategies and avoid obstacles. It also illustrates the shared achievements of the Caribbean subregion in advancing information systems for health (IS4H) and lights the way ahead on this shared journey. To identify key lessons for the future, this after-action review discusses four questions about the collective work done: What was expected to happen? What really happened? What went well and why? What can be improved and how? In the past four years, PAHO has provided support for IS4H strengthening through actions and strategies in collaboration with countries under the IS4H strategic framework. The IS4H initiative was created with the vision of implementing universal access to health and universal health coverage in the Region through the strengthening of interconnected and interoperable information systems that assure effective and efficient access to quality data, strategic information, and ICT tools for decision-making and well-being. The vision and leadership of the Member States in the Caribbean have contributed to the strengthening of IS4H for the entire Region of the Americas. PAHO remains keenly aware of the importance of strong national and regional information systems for health in reaching the targets of the Sustainable Health Agenda for the Americas 2018–2030.

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40

Warren, Mark E. Democracy. Edited by George Klosko. Oxford University Press, 2011. http://dx.doi.org/10.1093/oxfordhb/9780199238804.003.0029.

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When compared to various forms of autocracy, monarchy, theocracy, oligarchy, and dictatorship, democracies are better at solving, routinizing, and institutionalizing basic problems of common social life and collective action. This article explores the historical origins of ideas that articulate and justify contemporary democratic theory and practice. First, it surveys the conceptual questions embedded in the concept of democracy inherited from the Greek, demokratia—literally, the power (kratos) of the people (demos), though commonly translated as rule of the people. Embedded in this concept of democracy we find at least four basic classes of questions: Who are “the people”? At what level of organization is “self-government” directed? How is the rule of the people translated into collective decisions and actions? Why is democracy good? The answers to these questions form, as it were, the history of democratic theory from the perspective of what historical democratic ideas and practices might contribute to the present and future of democracy.

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41

Roelvink, Gerda. Building Dignified Worlds: Geographies of Collective Action. Univ Of Minnesota Press, 2016.

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42

Flam, Helena. The Emotional Man And The Problem Of Collective Action. Peter Lang Publishing, 2000.

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43

The Emotional Man and the Problem of Collective Action. Peter Lang Publishing, 2000.

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44

Nownes, Anthony J. Local and State Interest Group Organizations. Edited by Donald P. Haider-Markel. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199579679.013.006.

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This chapter examines the literature on local and state interest groups. The author argues that much of the interest group literature has focused on the national level even though there are large gaps in what we know about local and state groups and sub-national collective action. The bulk of the chapter outlines just how much we have learned about interest group organizations and concludes with a discussion of directions for future research.

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45

Gil, Nuno. A Collective-Action Perspective on the Planning of Megaprojects. Edited by Bent Flyvbjerg. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198732242.013.28.

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This chapter adopts a collective action perspective to study the planning of large infrastructure developments: so-called “megaprojects.” The research is grounded on the analysis of make-or-break issues that beset four megaprojects in the UK. First it is argued that megaprojects are organizational networks that at the core create large arenas of consensus-oriented collective action. The analysis shows how the conflation of resource scarcity, conflicting interests, and concerns with legitimacy complicates local searches for mutually consensual solutions and brings to the fore bargaining and political activity. The central contribution is a model that proposes a combination of four high-order coordination mechanisms for management to carry the actors along openly: relaxing performance targets, building organizational slack, espousing flexible designs, and creating a structure of umpires to settle disputes that could not be self-resolved. Implications for the megaproject performance debate are discussed.

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46

Yahya, Khulida Kirana, Faridahwati Mohd Shamsudin, Zuraida Hassan, Md Lazim Mohd Zin, Hadziroh Ibrahim, and Mohd Rasul Mohammad Noor, eds. Book of readings issues on Quality of Work Life (QWL). UUM Press, 2008. http://dx.doi.org/10.32890/9789833827626.

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This book is a collection of articles related to themes, issues and concerns related to Quality of Work Life (QWL). This book is organized into two separate but related parts. Part A is a collection of articles on how QWL is examined from the perspective of Human Resource Management (HRM). HRM is a broad concept that entails the policies, practices, and systems that influence employees behaviour, attitudes and performance.Topics such as organizational citizenship behaviour, organizational politics, job stress, and interpersonal topics are some issues that are closely related to QWL. Part B, is a collection of articles related to the field of organizational behaviour.Organizational behaviour involves the actions of individuals and groups in an organizational context.As a field of study, organizational behaviour discusses how organizational effectiveness can be achieved through the actions of individuals and groups at the workplace. Topics such as conflicts, workplace deviant, behaviour, organizational learning and job satisfaction are some of the topics being discussed.This book discussed issues related to QWL, especially from the perspectives of human resource management and organizational behaviour.It is hoped that this book is helpful in facilitating better understanding of achieving quality work life among employees and managements in organizations.

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47

van Eikels, Kai. Performing Collectively. Edited by Rebekah J. Kowal, Gerald Siegmund, and Randy Martin. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199928187.013.53.

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One person alone can create and fashion a thing, but it will need many people to realize something by way of praxis. Because actions consist in volatile movements, they become political only through reactions to their being performed. Performing arts and political action thus both explore the possibilities of making a difference through doing that which—while intervening into complex symbolic and imaginary systems—strips down to the concrete, bodily effect of affecting others. Performing, therefore, has an essentially collective reality. Offering an alternative to the rhetoric of bond and rupture that grounds many theories of collectivity, this chapter accesses collectivity from the organizational potential of a relative distance between performers, both in space and in time. Certain forms of collectivity emerge for the very reason that performing bodies are energetically independent and only loosely coupled in their ways of communicating.

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48

Caiani, Manuela, and Donatella della Porta. The Radical Right as Social Movement Organizations. Edited by Jens Rydgren. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190274559.013.17.

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Typically in sociology and political science, the radical right has been addressed through so-called breakdown theories, while left-wing radicalism has been analyzed from the perspective of mobilization theories, which are widespread in social movement studies. The chapter uses concepts taken from social movement studies in order to provide an overview of some scholarship on the contemporary radical right, looking first of all at the organizational structure in the radical right milieu and considering the complex interplay among various actors linked to each other in cooperative as well as competitive interactions. Second, it suggests that these networks use a broad repertoire of collective action. Third, and in line with the “cultural turn” in social movement research, we consider the frames through which the collective actors involved in the radical right construct and communicate their (internal and external) reality.

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49

Fredericks, Sarah E. Environmental Guilt and Shame. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780198842699.001.0001.

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Bloggers confessing that they waste food, nongovernmental organizations naming corporations selling unsustainably harvested seafood, and veterans apologizing to Native Americans at the Standing Rock Sioux Reservation for environmental and social devastation caused by the United States government all signal the existence of action-oriented guilt and identity-oriented shame about participation in environmental degradation. Environmental Guilt and Shame demonstrates that these moral emotions are common among environmentally friendly segments of the United States but have received little attention from environmental ethicists though they can catalyze or hinder environmental action. Concern about environmental guilt and shame among “everyday environmentalists” reveals the practical, emotional, ethical, and existential issues raised by environmental guilt and shame and ethical insights about guilt, shame, responsibility, agency, and identity. A typology of guilt and shame enables the development and evaluation of these ethical insights. Environmental Guilt and Shame makes three major claims: First, individuals and collectives, including the diffuse collectives that cause climate change, can have identity, agency, and responsibility and thus guilt and shame. Second, some agents, including collectives, should feel guilt and/or shame for environmental degradation if they hold environmental values and think that their actions shape and reveal their identity. Third, a number of conditions are required to conceptually, existentially, and practically deal with guilt and shame’s effects on agents. These conditions can be developed and maintained through rituals. Existing rituals need more development to fully deal with individual and collective guilt and shame as well as the anthropogenic environmental degradation that may spark them.

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50

Lorino, Philippe. Pragmatism, a process perspective on organizations. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198753216.003.0009.

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Mainstream organization studies have long conceptualized organizations as structures imposing order on individual and collective practices. Many organization scholars see organizing as an ongoing process, given the ceaseless adaptative experience of organizations. After an account of the “process turn” in organization studies, this chapter identifies six key questions about the characteristics of organizing processes and analyzes the process orientation of pragmatism and the specific contribution of the main pragmatist thinkers to process thought. It clarifies the pragmatist responses to the six key issues: (1) Organizing is an intrinsic dimension of ordinary activity rather than a specific process reflexively examining activity; (2) organizing is a relational/trans-actional rather than (inter-)subjective process; (3) organizing is a teleological rather than self-contained and autopoietic process; (4) organizing operates segmentation and unification, spatializing and temporalizing at the same time; (5) organizing is both experience-based and creative, it entangles cognition and intuition; (6) organizing is ediated by signs.

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Books on the topic 'Collective action organization'

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