Habitus und Organisation Ertrag der Bourdieuschen Problemformulierungen und alternative Konzeptualisierungsvorschläge

Janning, Frank

doi:10.1007/978-3-322-80848-6_5

Cited by 7 publications

(2 citation statements)

References 10 publications

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“…One of the first programs the CEO of the MCH started was in the field of education, where he had vast experience. This behavior is in line with psycho-social research that shows that people seek challenges where they are most likely to succeed due to their prior education, work experience and habitus (Janning 2004). At the same time, the motivation for changing a specific situation is high in problem areas with which a strong emotional affection exists (Heckhausen & Heckhausen 2010).…”

Section: Determinants Of Foundation Behaviorsupporting

confidence: 82%

Foundations and social innovations

Steffen

2023

Encyclopedia of Social Innovation

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Some voices argue that grant-making foundations are social innovators or the vanguard of society. Others see foundations as weak and encapsulated institutions, deprived of effective internal or external stimuli, and unable to deal with broad social problems. Both arguments have merit. While some foundations strive to change social routines, others support a theatre, a museum or a zoo. When do foundations decide to innovate? What determines their ability to do so? So far, there is little knowledge about the factors that influence foundation behavior and their capacity to innovate. Grant-making foundations have rarely received the attention of organizational theory. This paper addresses this theoretical lacuna by following an iterative research study approach of expert interviews and in-depth case studies. The results show that foundations are cultural capital and affection-driven as well as subject to strong inertial forces. Their organizational path is defined early in their existence. Their innovation capacity depends on their capital structure (social, cultural, financial, and symbolic) and their institutional imprints. The inferences found in the study allow for substantially advancing our understanding of foundations and their ability to innovate.

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Section: Determinants Of Foundation Behaviorsupporting

confidence: 82%

Foundations and social innovations

Steffen

2023

Encyclopedia of Social Innovation

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“…With reference to the necessity of positioning the university preferably at the top of a stratified university field, they not only respond to an already existing new paradigm but rather actively create and push this change toward a more competitive university landscape and entrepreneurial university type in the sense of an academic capitalism (Münch, 2011;Slaughter & Rhoades, 2004). The implementation of CD as a soft governance instrument in this context is to be understood as one element that evokes a shift of the university members' habitus in the direction of an 'organizational habitus' (Janning, 2004). In the long run, this shift can then lead to a fundamental alteration of the field's nomos.…”

Section: Theoretical and Practical Implications: From Mimetic To Coer...mentioning

confidence: 99%

Designing the Organizational Future

Graf¹,

Lueg²

2019

CLaW

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Purpose: Over the last decades, universities in general have seen an increase in managerial top-down policies, often pertaining to strategic organizational communication. This paper, in addressing such managerial policies, does focus on German universities as they provide an interesting context to explore the rise of strategic organizational communication as a managerial practice. German universities grant full legal autonomy to their chairholders, and thus, faculty compliance with top management policies cannot be exacted. From there, it seems worthwhile exploring how university management tries to initiate compliance by communicative means. One prominent communication strategy pertains to Corporate Design (CD): university administrations disseminate guidelines as to the use of all forms of planned, visual communication. With this managerial practice in view, we explore arguments employed in exemplary CD guidelines. The overall aim is to show how management attempts to initiate faculty compliance via rational and persuasive communication. Frame: This case study combines Bourdieusian field theory with neo-institutionalist and narratological approaches. In order to explore how university leadership tries to assert governance claims, we refer, in particular, to the concepts of field struggles, isomorphic change, and legitimacy. Approach: Our case study concentrates on the attempted implementation of CD in German universities. Our sample comprises 40 CD manuals, most of them with official prefaces by university presidents. In order to detect dominant themes in these manuals we employ thematic analysis. Findings: We find that CD policies are being used, by management, as a strategic marketing instrument for external communication, as well as a soft, internal governance instrument. We identify two dominant themes: First, university leadership argues in favor of CD by referring to external and internal stakeholders (legitimation). With a view to external stakeholders, management argues that CD is an important communication instrument of differentiation in a perceived university ‘market’. As to internal stakeholders, CD is intended to integrate both individual scholars, as well as scholarly sub-units into an overarching organizational structure. In this case, we consider CD to be a specific symbolic mode of communication aiming to have impact on the university’s perception externally and internally. Second, we find different persuasive management strategies supposed to actually make faculty employ the new CD (governance). Here, we identify highly different communication strategies, ranging from direct orders to appeals. The variety in strategic communication reveals the organizational paradox of restricted legal governance options, and the new managerial claim to governance. Implications: We contribute to higher education and organizational communication research by revealing homogeneic rationales for an isomorphic change process that are being described as differentiation. We alert that legal professorial autonomy may slowly be eroded by means of consistent strategic communication.

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Praxistheoretische Grundlagen der Organisationspädagogik

Elven

Schwarz

2018

Handbuch Organisationspädagogik

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Habitus und Organisation Ertrag der Bourdieuschen Problemformulierungen und alternative Konzeptualisierungsvorschläge

Cited by 7 publications

References 10 publications

Foundations and social innovations

Foundations and social innovations

Designing the Organizational Future

Praxistheoretische Grundlagen der Organisationspädagogik

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