- Title
- New organizational forms: towards a generative dialogue
- Creator
- Palmer, Ian; Benveniste, Jodie; Dunford, Richard
- Relation
- SAGE Directions in Organization Studies p. 431-450
- Relation
- http://www.uk.sagepub.com/books/Book233927/toc
- Publisher
- Sage
- Resource Type
- book chapter
- Date
- 2010
- Description
- We have been interested in the blizzard of metaphors which have emerged to describe new organizational forms, such as intelligent (Pinchot and Pinchot 1994; Quinn 1992), boundaryless (Ashkenas et al. 1995; Cross et al. 2000), self-managing (Purser and Cabana 1998), virtual (Davidow and Malone 1992; Desanctis and Monge 1999), cellular (Miles et al. 1997) and modular (Galunic and Eisenhardt 2001). The literature suggested that these post-bureaucratic forms were more relevant to the turbulent business environment of the 21st century than were traditional bureaucratic forms. What bothered us was the novelty-value of such terms. The same few organizations were cited regularly as examples of new organizational forms - but often with a different metaphor used to describe them. We therefore started documenting the practices that scholars argued were associated with new organizational forms and then surveyed large numbers of organizations to see how widespread was their use (Palmer and Dunford 2002; Dunford et al. 2007). The term 'new organizational forms' is being appropriated in different ways, with different fundamental assumptions, but with little acknowledgment of the alternative conversations about them occurring simultaneously elsewhere in the world. Is this really how a new field of knowledge develops?
- Subject
- organisational forms; corporate governance; fields of knowledge; management change
- Identifier
- http://hdl.handle.net/1959.13/1053131
- Identifier
- uon:15530
- Identifier
- ISBN:9781848608689
- Language
- eng
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