Tag Archives: Czarniawska

Max Weber’s Sciences as a Vocation 100 years on: Context and continuing Significance

Acaba de aparecer en Sociológica (International Journal for Sociological Debate) una sección especial a 100 años de ‘La Ciencia como Vocación’ de Max Weber. La sección, editada por Paul du Gay y José Ossandón, presenta dos excelentes artículos en que los historiadores de las ideas Keith Tribe e Ian Hunter re-visitan el contexto y las interpretaciones de la famosa charla de Weber. Incluye además un breve ensayo introductorio en que los editores se preguntan sobre la relevancia de la charla de Weber para la práctica sociológica hoy y un comentario final de Du Gay. Los artículos están disponibles y de libre accesso acá: https://sociologica.unibo.it/. De possible interés el debate en el mismo número de Sociologica en que muy connotados investigadores (por ejemplo, Abbott, Swedberg, Bearman, Czarniawska, DiMaggio, Fourcade, Suchman) discuten sus heurísticas o métodos para descubrir nuevas ideas.

Cfp_Exit, Voice and Loyalty:  Alternative Economic Models and Responses to Decline in Contemporary Society. Warsaw, 21-22 May 2018.

Call for papers: Exit, Voice and Loyalty:  Alternative Economic Models and Responses to Decline in Contemporary Society. Warsaw, 21-22 May 2018. Guest speakers: Barbara Czarniawska (University of Gothenburg) & José Ossandón (Copenhagen Business School). The deadline for submission of abstracts is 10 December 2017.

Albert O. Hirschman’s treatise on responses to decline in various contexts and domains, Exit, Voice, and Loyalty (1970), has been almost instantly welcomed as his most sociologically relevant contribution. This work opened a sociological box that can be researched without exhaustion.

The issue whether the social actors will go for exit, for voice or for loyalty when faced with downturn or decline in a particular context, or how their choices will impact on the attractiveness of other available options always leaves room for surprises and scientific discoveries. Thus, exit-voice-and-loyalty is in fact a sociological riddle, and as all good sociological riddles (such as the seminal strength of weak ties) it does not wear out. On the contrary, its value increases in time. The sociologist cannot just simply solve the problem for the last time, neither can she/he leave the problem unanswered. New empirical material related to crises, revolutions, risk, failures, downturns – in other words, social change – puts the puzzle in a completely new picture and indicates new solutions for resolving it. Hirschman himself, subsequent to the exit-voice dynamics of the 1989 upheaval in East Germany was compelled to reformulate his original thesis that exit deactivates voice and to record the scenario when private exit stimulates public voice eventually. Continue reading

Oxford Handbook of Sociology, Social Theory and Organization Studies Contemporary Currents

Oxford University Press publicó recientemente el Oxford Handbook of Sociology, Social Theory and Organization Studies Contemporary Currents editado por Paul S. Adler, Paul du Gay, Glenn Morgan y Michael Reed. El libro es una colección de 30 capítulos, la mayoría escrito por autores que han inspirado algunas de las discusiones en este blog (como F. Cochoy, B. Czarniawska, M. Power, P. Miller) y de temas tales como Garfinkel, Luhmann, Callon, Latour, Foucault, economía de las convenciones y análisis comparado del capitalismo. Entre ellos va el capítulo: “What’s new in the ‘new, new economic sociology’ and should Organization Studies care?” de Liz McFall & José Ossandón (para los interesados una versión de borrador disponible acá). Link a tabla de contenido y capítulo de introducción: Continue reading

Capitalizing on Performativity: Performing on Capitalization

Symposium Capitalizing on Performativity: Performing on Capitalization. 16-17 October 2014, Paris con la participación de los colaboradores de Estudios de la Economía: Daniel Fridman y Álvaro Pina-Stranger.

A cogent appraisal of the spirit of contemporary capitalism and its problems calls for renewed attention to the performative. Business schools, consultancy firms, corporations, investment banks, start-up companies, market research agencies, public administrations and other sites of business life are characterized by the presence of habits, idioms and apparatuses that constitute a significant part of the reality of business. These include techniques for the simulation of business situations, methods for the explanation of business problems, instruments for the valuation of business endeavours, and tools for the presentation of business outcomes. But simulation, explanation, valuation and presentation are not only about accounting for external states of affair. They are, at least in part, about moulding, enacting, provoking and effecting the business realities they signify. Continue reading

Cfp_The Break-Up Of Management

Deadline Extended until 31 August 2014. The Break-Up Of Management. Workshop at Department of Management, Politics and Philosophy, Copenhagen Business School, 20-21 November 2014. Co-hosted by The Critical Management Studies Research Group, Manchester Business School. Dr Damian O’Doherty, University of Manchester & Dr Helene Gad Ratner Copenhagen Business School.

Management has become an on-going matter of public controversy. Trust in management, for example, is now widely questioned in the wake of a number of recent crises and scandals taking place in both public organizations (health, education, social services) and private industries – the banking and financial services, energy, advertising, etc. The butt of comedy from Monty Python to David Brent’s ‘The Office’, management is pictured as more or less absurd and for many it will be difficult to imagine that students in higher education actively want a career in ‘management’. Does this suggest that management as a discipline or profession is currently in crisis and that we are witness to the break-up of management as we have come to understand it? At the same time, belief in the necessity of management has not disappeared and indeed appears to be unscathed: more management is typically the proposed solution to any ‘crisis’. Despite a widespread recognition that management entails unintended and unanticipated effects, it continues to marshal hope and belief in creating better and more rational organizations. In this workshop, we seek to explore these dynamics through science and technology studies (STS), actor-network theory (ANT), or critical management studies (CMS).

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