The Paradox of Civil Society

Foley, Michael; Edwards, Bob

doi:10.1353/jod.1996.0048

Cited by 624 publications

(243 citation statements)

References 17 publications

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“… Access to resources, information, and skills/knowledge (Boxman, De Graaf & Flap, 1991;Knoke, 1999;Coleman, 1988;Burt, 1997;Powell & SmithDoerr, 1994;Podolny & Page, 1998)  Secure benefits (Portes, 1998)  Leadership, power and authority by brokering connections (Burt, 1992;Coleman, 1988)  Compliance with local rules and customs (Coleman, 1988)  Costly to maintain (Hansen, 1998)  Parochialism and inertia (Gargiulo & Bernassi, 1999, Powell & Smith-Doerr, 1994)  Group level exclusion and insularity (Foley & Edwards, 1996, 39)  Excessive brokering restricting network opportunities and innovation (Gabbay & Zuckerman, 1998)  Bringing together dissatisfied actors can deepen social cleavages (Portes, 1998) …”

Section: Tennant Divisionmentioning

confidence: 99%

“…10 The disadvantages of social capital, however, may outweigh these benefits (Portes & Landolt, 1996;Gabbay & Leenders, 1999; Leana & Van Buren, 1999). The potential disadvantages of social capital include: its costs of development and maintenance, an inward focus leading to parochialism and inertia (Powell & SmithDoerr 1994;Uzzi, 1997;Gargiulo & Bernassi, 1999), which may be overcome by using information and knowledge from networks outside the organization (Granovetter, 1983;Burt, 2002); and collective rivalry of network partners against each other, with each pursuing their own special interests at the expense of the broader network (Foley & Edwards, 1996;Gabbay & Zuckerman, 1998 …”

mentioning

confidence: 99%

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Social capital and management control systems: A study of a non-government organization

Chenhall¹,

Hall²,

Smith³

2010

Accounting, Organizations and Society

181

188

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In this paper we use the concept of social capital to outline a distinctive approach to understanding the interplay between management control systems and the development of social connections in and between organisations. Social capital provides a comprehensive framework for examining the nature of social connections through its focus on both structural networks (bridging) and interpersonal relationships that predispose individuals towards mutually beneficial collective action (bonding). In doing so, social capital provides a means of considering how individuals react to management control systems in terms of the social ties that exist both within the organization and external to the organization. Using a case study of a non-government organization, we show how social capital is implicated in efforts to attract economic capital and cultural capital. We demonstrate how elements of a management control system can either enhance or inhibit the bonding and bridging dimensions of social capital with potential consequences on both economic and cultural capital. We highlight the mixed and sometimes contradictory effects of management control systems on social capital, and provide a powerful illustration of the role of management control systems in brokering alliances and bridging structural holes.Key words: social capital, management control systems, non-government organizations.2 Social capital and management control systems: a study of a non-government organizationNon-government organizations (NGOs) have a central role in delivering welfare services. NGOs rely on developing social connections to draw together those in need with service providers and suppliers of welfare funding. This raises issues of how social connectedness can help organizations, such as NGOs, to deliver their services, and, consequently, has encouraged researchers to examine social infrastructures that facilitate individual and collective action of many kinds (Coleman, 1990;Foley & Edwards, 1999). Across a broad range of disciplines, the study of social connectedness has been facilitated by examining the phenomenon of social capital. Adler and Kwon (2002, p. 17) note "A growing number of sociologists, political scientists, and economists have invoked the concept of social capital in the search for answers to a broadening range of questions being confronted in their own fields." On this basis, we explore how social capital may contribute to knowledge in the area of management control systems (MCS) and how it may affect the management of NGOs.In this study our particular interest is in NGOs that provide welfare services to the community within the institutional space termed 'civil society'. 1 Providing welfare involves NGOs developing an identity to deliver humanitarian services and to attract economic capital to fund operations. At times these two functions can be in tension. Social capital has a potential role in delivering services and attracting resources, and in managing the tension between the two. Also, MCS are used both to 1 While 'civil s...

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Section: Tennant Divisionmentioning

confidence: 99%

mentioning

confidence: 99%

Social capital and management control systems: A study of a non-government organization

Chenhall¹,

Hall²,

Smith³

2010

Accounting, Organizations and Society

181

188

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“…During recent decades, intense discussions of the theoretical foundation and usefulness of the concept have occurred, however (Foley and Edwards 1996;Trägårdh 2007), and consequently, conceptualizations and definitions of the term show no consensus. Nevertheless, civil society often refers to the intermediate associations, movements, and interest groups, among other forces, operating between the state and market.…”

Section: Definitions and Dimensions Of Civil Societymentioning

confidence: 99%

“…Nevertheless, civil society often refers to the intermediate associations, movements, and interest groups, among other forces, operating between the state and market. In this paper, since I conceptualize civil society as a societal arena distinct from the state, market, and family (Cohen and Arato 1992;Foley and Edwards 1996), I follow its most well-known definition. 1 To explain variation in the role and responsibilities of CSOs, I build upon three dimensions of civil society from earlier research on the topic.…”

Section: Definitions and Dimensions Of Civil Societymentioning

confidence: 99%

Toward a New Social Contract? The Participation of Civil Society in Swedish Welfare Policymaking, 1958–2012

Lundberg

2017

Voluntas

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“…Civil society has been variously describes as the 'private realm' (Foley and Edwards 1996) of voluntary associations, clubs, guilds, interest groups and other non-profit organizations that are distinctly different from private households on the one hand and the state on the other (see also Rueschemeyer et al 1992;Cohen and Arato 1992). 2 While they are part of a private realm, civil society groups occupy the 'public sphere' and are seen to be a crucial component or 'arena' for democracy (see Linz and Stepan 1996).…”

Section: Domestic Mobilizationmentioning

confidence: 99%

Human Rights and Democracy

Erman¹

2016

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The Paradox of Civil Society

Cited by 624 publications

References 17 publications

Social capital and management control systems: A study of a non-government organization

Social capital and management control systems: A study of a non-government organization

Toward a New Social Contract? The Participation of Civil Society in Swedish Welfare Policymaking, 1958–2012

Human Rights and Democracy

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