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Zusatztext " The Sense of Dissonance is a great book, and I recommend it warmly. . . . Like most great achievements, Stark's book opens up more questions than it answers and leaves its readers with important puzzles." ---Petter Holm, Administrative Science Quarterly Informationen zum Autor David Stark is the Arthur Lehman Professor of Sociology and International Affairs at Columbia University, where he chairs the Department of Sociology and directs the Center on Organizational Innovation. He is the coauthor of Postsocialist Pathways . Klappentext What counts? In work! as in other areas of life! it is not always clear what standards we are being judged by or how our worth is being determined. This can be disorienting and disconcerting. Because of this! many organizations devote considerable resources to limiting and clarifying the logics used for evaluating worth. But as David Stark argues! firms would often be better off! especially in managing change! if they allowed multiple logics of worth and did not necessarily discourage uncertainty. In fact! in many cases multiple orders of worth are unavoidable! so organizations and firms should learn to harness the benefits of such "heterarchy" rather than seeking to purge it. Stark makes this argument with ethnographic case studies of three companies attempting to cope with rapid change: a machine-tool company in late and postcommunist Hungary! a new-media startup in New York during and after the collapse of the Internet bubble! and a Wall Street investment bank whose trading room was destroyed on 9/11. In each case! the friction of competing criteria of worth promoted an organizational reflexivity that made it easier for the company to change and deal with market uncertainty. Drawing on John Dewey's notion that "perplexing situations" provide opportunities for innovative inquiry! Stark argues that the dissonance of diverse principles can lead to discovery. Zusammenfassung What counts? In work, as in other areas of life, it is not always clear what standards we are being judged by or how our worth is being determined. This can be disorienting and disconcerting. Because of this, many organizations devote considerable resources to limiting and clarifying the logics used for evaluating worth. But as David Stark argues, firms would often be better off, especially in managing change, if they allowed multiple logics of worth and did not necessarily discourage uncertainty. In fact, in many cases multiple orders of worth are unavoidable, so organizations and firms should learn to harness the benefits of such "heterarchy" rather than seeking to purge it. Stark makes this argument with ethnographic case studies of three companies attempting to cope with rapid change: a machine-tool company in late and postcommunist Hungary, a new-media startup in New York during and after the collapse of the Internet bubble, and a Wall Street investment bank whose trading room was destroyed on 9/11. In each case, the friction of competing criteria of worth promoted an organizational reflexivity that made it easier for the company to change and deal with market uncertainty. Drawing on John Dewey's notion that "perplexing situations" provide opportunities for innovative inquiry, Stark argues that the dissonance of diverse principles can lead to discovery. Inhaltsverzeichnis Preface xi Chapter 1: Heterarchy: The Organization of Dissonance 1 Searching Questions 1 For a Sociology of Worth 6 Entrepreneurship at the Overlap 13 Heterarchy 19 A Metaphor for Organization in the Twenty-first Century 27 Worth in Contentious Situations 31 Chapter 2: Work! Worth! and Justice in a Socialist Factory 35 The Partnership as Proof 36 Distributive Justice inside the Partnership 52 Maneuvering across Economies 64 Epilogue 75 Chapter 3: Creative Friction in a New-Media Start-Up 81 An Ecology of Value 84 T...
