What’s all this about?

For more than a decade, I have taught a PhD seminar about “meso” organizational processes. “Meso” here is a term of art, as I discuss this in the description of the course below.

The challenge of PhD seminars is keeping the readings up to date. At best, the professors from whom I took seminars in grad school seemed to treat their syllabi like CVs; that is, they added new readings as they came along, maybe moving the older stuff into “suggested readings.” More often, they just did not update their reading lists for years. Thus I started my classes with selections from Adam Smith, Karl Marx, Frederick Winslow Taylor, and the like. We were lucky if we made it to 1990 before we ran out of time in the seminar. That was twenty years ago, and the problem has only grown worse.

I do not think this happens solely because we are lazy (though to be clear, I am); I think it happens because we are busy. None of us can keep up with reading that far beyond our own research interests while doing all the parts of an academic job. So, we fall behind.

This is a collective problem, and it requires a collective solution. Thus, every few years, I write several dozen people in the field and ask them a simple question: What is one thing you’ve read, which was published in the last ten years, that made you think, “Obviously this should be on a meso OB reading list!”? You don’t have to define “meso” (or even “OB”) to answer that question; you just have to give me your recommendation. I read those recommendations, and use them (plus my own readings, I promise!) to update the course outline.

I also promise to everyone who replies that I will share the resulting reading list. That, therefore, is what this page is about. Below you will see my course outline for my PhD seminar. My hope is that this is useful to other people in the discipline, who when asked to create such a course, aren’t quite as in the dark as I was at the start of my career.

ORGB 706, “Meso-Organizational Behaviour”

(Since 2018, I have taught at McGill University in Montreal. Thus the inherited title of the course is “Meso-Organizational Behaviour,” spelled like that. If like me you ever worked as a copy-editor, this spelling gives you fits. “Organizational” has a z in it, which is much ‘Murican, while “Behaviour” has a u in it, as in Merrie Olde England. Welcome to Canada, folks! If you ponder the orthographic consequences of never, y’know, declaring independence, there you go.)

Description

This course is about meso-organizational behavior. As a rough-and-ready, definition, we are going to cover several streams of research that, in their unit of analysis, lie between the “individuals and small groups,” social psychological perspective that you will typically see in a micro-OB class and the “organizations and environments,” sociological perspective in a macro-OB course.

What’s left between those two realms? Quite a lot, actually: the meat of what goes on inside of organizations. The “meso” level is where the field of organizational behavior got its start, and the study of intra-organizational processes is a perennial source of new analytical constructs and hypotheses that can enrich micro- and macro-level research. It’s a place worth spending some time.

There are a vast number of topics that you could discuss at any level of organizational analysis. This means that, like other survey courses, this class will be broad but shallow. In a one-semester class, one must pick and choose. I have let three principles guide my choices in this syllabus. First, I try to minimize overlap with topics covered in other classes, particularly those within the OB group. Second, I am merciless with the historical literature. I think that, if you must choose, it’s better for graduate students to ceremonially engage with “the classics” and seriously engage with more current research than vice versa. Third, I err toward including things that I find interesting or that I think are fertile ground for future research.

I will assume that you have passing familiarity with some of the classics of the field. You need not be able to quote books like Taylor (1911), Mayo (1933), March and Simon (1958) or Cyert and March (1963) chapter and verse, but you should have some idea what those works are about. If you don’t, then you should consult a good textbook on organizational theory, such as Richard Scott’s Organizations or Charles Perrow’s Complex Organizations before the start of the class, focusing on work before about 1975.

Policies

This is a seminar. I expect you to talk to one another as much as to me. It is through discussion and debate that you develop your own position on theories and devise ways to empirically evaluate them. One of my major roles in such a class is to give you larger context for the materials you have been assigned to read that week, so I’ll typically lecture some at the start of each class. But a class like this fails if there is no civil society—and I mean that in the Habermasian* context of a sphere of interaction governed neither by the Church nor by the State, nor by the Boss. If all goes well, you’ll be talking to and arguing with one another for years to come, outside of formal environments like the classroom as well as inside them. Get used to it.

Your grade will have three components:

  1. Class Participation: Each student must be an active participant in class. There are two sides to participation: constructive comments in class discussion, and active listening to your fellow students (and to me). Do not come to class with a set of comments that you want to make no matter what anyone else says. Instead, try to develop a conceptual map or model of the issues covered in the readings, and keep that model in mind during the discussion. If the discussion heads somewhere else that doesn’t fit that model, try to understand why, and help us to understand your different perspective.

    A note on class discussion: In an academic career, you start as a graduate student being asked to find (perhaps niggling) flaws in excellent pieces of published scholarly work. You gradually progress to being asked to find (perhaps minute) contributions in, shall we say, “unfinished” work. The sooner you make that transition, the sooner you move from being a consumer of knowledge to being a producer. So, focus on where and why the glass is half full. We will consider the limitations of work we read, but with an eye to producing something better.

    Class participation is 30% of your grade.

  2. Mechanism Memos: Identifying the theoretical mechanism that an author invokes helps you cut to the chase when evaluating a paper. It can tell you whether the research design is appropriate, for example. Stating the mechanism more abstractly is also the first step in generalizing research findings to other contexts and thus advancing the broader project of knowledge generation that we’re involved in.

    You will hone this skill in this class. For each session save the first and the last, you will write a memo summarizing the mechanism in one of the readings assigned. There are constraints on the form of these memos. FIRST: State the main contribution of the reading in one or two sentences. SECOND: State the theoretical mechanism that purports to explain the finding underlying that contribution. This statement should be as abstract as possible and no more than two sentences long. THIRD: Apply the mechanism to a different empirical phenomenon of your choosing. In other words, expand the domain of application of the theory: use the mechanism to explain something else. This too should take no more than two sentences.

    I take these length constraints seriously. I return memos longer than six sentences. And spare me gymnastics with semicolons and em dashes.†

    In the schedule, I have marked ( ◊ ) the readings for which you may write a memo. You have a choice most weeks. These memos are due at noon on the Saturday before class. This deadline is important because I need time to read them before the seminar.

    Mechanism memos are 40% of your grade.

  3. Final Exam: This will be a take-home exam and you will have 24 hours to write it. I have not decided the exact format, but it will likely have one or more short essays. The questions will be based on the readings and class discussions and will resemble the types of questions seen on a field exam.

    The final exam is 30% of your grade.

    A note for auditors: I am on the fence about you. It’s not personal. It’s just that when a class is overwhelmingly based on some form of participation (and here I expect auditors to attend, to discuss, and to prepare mechanism memos), and when there is not a massive project from which to exempt you, the distinction between auditing and taking a class for a grade becomes hazy indeed. So, with that said: auditors do not take the final exam, but they are expected to attend and participate in all classes and to write the mechanism memos.

     

* My use of the term “Habermasian” here is solely intended to give me this opportunity to say I’ll forego such obfuscatory jargon in the rest of the class. But I used it correctly here, oh you bet I did.

† If the concept of an em dash, as separate from an en dash, a hyphen, or the semi-mythical “third-of-an-em” dash, is foreign to you, well done on ignoring it so far. But academic copywriters everywhere will love you if you read up on minutia like this. Might I recommend Robert Bringhurst’s The Elements of Typographic Style? I might. I just might.

Materials

There is no course reader. We have an internet these days. The idea that our university would pay a set of bloodsucking, legally immortal, parasitic, and essentially vampiric set of publishers thousands of dollars every year for access to journals and books through our library system, and then I would charge you a course-reader fee for the necessary readings, is just asinine. Email me before class if you have questions about obtaining the materials.

There are three books of which we will read substantial portions: Gideon Kunda’s Engineering Culture, Ben Hamper’s Rivethead, and Diane Vaughan’s The Challenger Launch Decision. You might consider purchasing them. They are all well-written books that come closer to higher-quality non-fiction than to academic monographs per se, so I don’t think you’ll regret buying them.

The Reading List

  1. What and Why

  • Barley, S.R. and G. Kunda. 2001. Bringing work back in. Organization Science 12(1): 76-95.

  • Perrow, C. 1986. Complex Organizations: A Critical Essay (New York: McGraw-Hill). Chapter 1, “Why bureaucracy?”

  • Powell, W. 2001. “The capitalist firm in the 21st century: Emerging patterns.” In DiMaggio, P., ed., The Twenty-First Century Firm (Princeton, NJ: Princeton University Press): 34-68.

  • Adler, P.S. and B. Borys. 1996. Two types of bureaucracy: Enabling and coercive. Administrative Science Quarterly 41(1): 61-89.

2. Organizational Search and Learning

3. Routines and Coordination

4. Teams, Coordination, and Spillover

5. Routines, Failures, and Crises

6. Culture and Socialization

7. Culture and Control

8. Careers and Occupations

9. Authority and Status

10. The Problems with Power

11. Ascription in Organizational Processes

12. Organizational Demography and Stratification

13. The Meso Roots of Macro Theories

  • Levinthal, D. and J. March. 1993. The myopia of learning. Strategic Management Journal 14: 95-112.

  • Denrell, J. and G. Le Mens. 2007. Interdependent sampling and social influence. Psychological Review 114: 398-422. ◊

  • Rivkin, J.W. and N. Siggelkow. 2003. Balancing search and stability: Interdependencies among elements of organizational design. Management Science 49: 290-311.

  • Ganz, S.C. 2018. Ignorant decision making and educated inertia: Some political pathologies of organizational learning. Organization Science 29(1): 39-57. ◊

  • Stinchcome, A. 1990. Information and Organizations (Berkeley, CA: University of California Press). Chapter 2, “Individuals’ skills as information processing.”

  • Cohen, M. and P. Bacdayan. 1994. Organizational routines are stored as procedural memory. Organization Science 5: 554-568.

  • Burton, D. and C. Beckman. 2007. Leaving a legacy: Position imprints and successor turnover in young firms. American Sociological Review 72: 239-266. ◊

  • Beane, M. 2019. Shadow learning: Building robotic surgical skill when approved means fail. Administrative Science Quarterly 64(1): 87-123. ◊

  • Mortensen, M. and M.R. Haas. 2018. Perspective—Rethinking teams: From bounded membership to dynamic participation. Organization Science 29(2): 341-355.

  • Bernstein, E.S. 2012. The transparency paradox: A role for privacy in organizational learning and operational control. Administrative Science Quarterly 57(2): 181-216. ◊

  • Gubler, T. and I. Larkin and L. Pierce. 2016. Motivational spillovers from awards: Crowding out in a multitasking environment. Organization Science 27(2): 286-303. ◊

  • Anthony, C. 2021. When knowledge work and analytical technologies collide: the practice and consequences of black boxing algorithmic technologies. Administrative Science Quarterly 66(4): 1173-1212.

  • Rudolph, J. and N. Repenning. 2002. Disaster dynamics: Understanding the role of quantity in organizational collapse. Administrative Science Quarterly 47: 1-30.

  • Vaughan, D. 1996. The Challenger Launch Decision (Chicago: University of Chicago Press). Excerpts: pp. 1-11, pp. 46-58, and chapters 8 & 9. ◊

  • Luo, H. and L. Zhang. 2022. Scandal, social movement, and change: Evidence from #MeToo in Hollywood. Management Science 68(2): 1278-1296.

  • Chwe, M.S. 1998. Culture, circles, and commercials: Publicity, common knowledge and social coordination. Rationality and Society 10: 47-75.

  • Sørensen, J.B. 2002. Strong corporate cultures and the reliability of organizational performance. Administrative Science Quarterly 47: 70-91. ◊

  • Srivastava, S. and A. Goldberg and V.G. Manian and C. Potts. 2018. Enculturation trajectories: Language, cultural adaptation, and individual outcomes in organizations. Management Science 64(3): 1348-1364. ◊

  • Choi, Y. and P. Ingram and S.W. Han. 2023. Cultural breadth and embeddedness: The individual adoption of organizational culture as a determinant of creativity. Administrative Science Quarterly 68(2): 429-464.

  • Kunda, G. 1992. Engineering Culture: Control and Commitment in a High-Tech Corporation (Philadelphia: Temple University Press). Skim chapter 1, read chapters 2, 3, 4 & 6. ◊

  • Hamper, B. 1992. Rivethead: Tales from the Assembly Line (New York: Warnerbooks). Pp. 1-67.

  • Barker, J.R. 1993. Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly 38: 408-437.

  • Barley, S.R. and G. Kunda. 2004. Gurus, Hired Guns, and Warm Bodies: Itinerant Experts in a Knowledge Economy (Princeton, NJ: Princeton University Press). Chapters 1 & 13.

  • Bechky, B.A. 2006. Gaffers, gofers, and grips: Role-based coordination in temporary organizations. Organization Science 17: 3-21. ◊

  • Bidwell, M. 2011. Paying more to get less: The effects of external hiring versus internal mobility. Administrative Science Quarterly 56(3): 369-407. ◊

  • Martin-Caughey, A. 2021. What’s in an occupation? Investigating within-occupation variation and gender segregation using job titles and task descriptions. American Sociological Review 86(5): 960-999.

  • Vallas, S.P. 2003. Why teamwork fails: Obstacles to workplace change in four manufacturing plants. American Sociological Review 68(2): 223-250. ◊

  • Huising, R. 2015. To hive or to hold? Producing professional authority through scut work. Adminstrative Science Quarterly 60(2): 263-299.

  • Benson, A. and D. Li and K. Shue. 2020. Promotions and the Peter principle. The Quarterly Journal of Economics 134(4): 2085-2134.

  • Ranganathan, A. and R. Shivaram. 2021. Getting their hands dirty: How female managers motivate female worker productivity through subordinate scut work. Management Science 67(5): 3299-3320. ◊

  • Noble, D.F. 1984. Forces of Production: A Social History of Industrial Automation (New York: Knopf). Chapter 7, “The Road Not Taken.”

  • Dobbin, F. and T. Dowd. 2000. ‘The market that antitrust built’: Public policy, private coercion, and railroad acquisitions, 1825-1922. American Sociological Review 65(5): 631-657. ◊

  • Azar, J. and I. Marinescu and M.I. Steinbaum. 2017. Labor market concentration. National Bureau of Economic Research Working Paper no. 24147. ◊

  • Keum, D.D. 2023. Managerial political power and the reallocation of resources in the internal capital market. Strategic Management Journal 44: 369-414.

  • DiBenigno, J. and K.C. Kellogg. 2014. Beyond occupational differences: The importance of cross-cutting demographics and dyadic toolkits for collaboration in a U.S. hospital. Administrative Science Quarterly 59(3): 375-408.

  • Tilcsik, A. and M. Anteby and C.R. Knight. 2015. Concealable stigma and occupational segregation: Toward a theory of gay and lesbian occupations. Administrative Science Quarterly 60(3): 446-481.

  • Doering, L. and S. Thébaud. 2017. The effects of gendered occupational roles on men’s and women’s workplace authority: Evidence from microfinance. American Sociological Review 82(3): 542-567. ◊

  • Cullen, Z. and R. Perez-Truglia. 2023. The Old Boys’ Club: Schmoozing and the gender gap. American Economic Review 113(7): 1703-1740. ◊

  • Baron, J.N. and W.T. Bielby. 1980. Bringing the firm back in: Stratification, segmentation, and the organization of work. American Sociological Review 45: 737-765.

  • Sørensen, J.B. 2004. The organizational demography of racial employment segregation. American Journal of Sociology 110(3): 626-671. ◊

  • Ferguson, J-P. and R. Koning. 2018. Firm turnover and the return of racial establishment segregation. American Sociological Review 83(3): 445-474. ◊

  • Padavic, I. and R.J. Ely and E.M. Reid. 2020. Explaining the persistence of gender inequality: The work-family narrative as a social defense against the 24/7 work culture. Administrative Science Quarterly 65(1): 61-111.

  • Meyer, J. and B. Rowan. 1977. Institutionalized organizations: Formal structures as myth and ceremony. American Journal of Sociology 83: 340-363.

  • Hannan, M.T. and J. Freeman. 1977. The population ecology of organizations. American Journal of Sociology 82: 929-964.

  • Dwyer, R.E. 2013. The care economy? Gender, economic restructuring, and job polarization in the U.S. labor market. American Sociological Review 78(3): 390-416.

  • Biancani, S. and D.A. McFarland and L. Dahlander. 2014. The semiformal organization. Organization Science 25(5): 1306-1324.