000 06171cam a2200385 i 4500
001 19760092
003 URS
005 20251001091316.0
008 170622t20182018enka b 001 0 eng
010 _a 2017946414
020 _a9780198753513
_q(pbk.)
020 _a0198753519
_q(pbk.)
040 _aDLC
_beng
_erda
_cDLC
_dURS
042 _apcc
050 0 0 _aHM786
_b.L67 2018
100 1 _aLorino, Philippe,
_eauthor.
245 1 0 _aPragmatism and organization studies /
_cPhilippe Lorino.
246 3 _aPragmatism and organisation studies
250 _aFirst edition.
264 1 _aOxford, United Kingdom :
_bOxford University Press,
_c2018.
264 4 _c©2018
300 _axvii, 347 pages :
_billustrations ;
_c24 cm
336 _atext
_btxt
_2rdacontent
337 _aunmediated
_bn
_2rdamedia
338 _avolume
_bnc
_2rdacarrier
500 _aincludes index
504 _aIncludes bibliographical references and index.
505 0 0 _aMachine generated contents note:
_g1.
_tHistorical perspective: The Pragmatist adventure, from anti-Cartesianism to anti-Taylorism... --
_g1.1.
_tMetaphysical Club (1872): The origins and first steps of pragmatism --
_g1.2.
_tFight against Cartesian idealism --
_g1.3.
_tMain figures of classical pragmatism: Peirce, James, Dewey, and Mead --
_g1.4.
_tEra of decline: from Pragmatism to pragmatism --
_g1.5.
_tWalter Shewhart: The anti-Taylorian exploration at the Hawthorne Works (1924) --
_g1.6.
_tFrom the linguistic turn to the pragmatic turn: Rorty and Putnam --
_g2.
_tSemiotic mediation at the heart of organizing: Questioning the representation/reality dichotomy --
_g2.1.
_tRepresentationalist mainstream of organization studies --
_g2.2.
_tTwo mass distribution companies: A difficult logistic integration --
_g2.3.
_tStruggling for work safety in a building company --
_g2.4.
_tDiscussion of the cases: The pragmatist critique of representationalism --
_g2.5.
_tPragmatist theory of semiotic mediation --
_g2.6.
_tPragmatist basis of the mediation concept: Thirdness and triadic sign --
_g2.7.
_tSemiotic mediation: The gate to temporality and sociality --
_g2.8.
_tReassessing sociomateriality --
_g2.9.
_tConclusion: Signs insinuate ghosts into organizational situations --
_g3.
_tHabits: The actional view of organizations --
_g3.1.
_tFrom the actional to the informational paradigm of organization: A historical "drama" --
_g3.2.
_tTwo cases --
_g3.3.
_tPragmatist focus on action and meaning --
_g3.4.
_tPragmatist theory of habit --
_g3.5.
_tRevisiting the two cases --
_g3.6.
_tActivity as a collective discourse expressed in the language of habits --
_g3.7.
_tSome convergences with other theoretical frameworks --
_g3.8.
_tConclusion --
_g4.
_tInquiry: The process of thinking, acting, and mediating --
_g4.1.
_tIntroduction --
_g4.2.
_tSearching for performance in the cardiology department of a hospital --
_g4.3.
_tPragmatist definitions of inquiry: Belief, doubt, and situation --
_g4.4.
_tInquiring versus controlling and problem-solving frameworks: In search of a problem --
_g4.5.
_tInquiring as a social process: The community of inquiry --
_g4.6.
_tFrom the "mind first" dualism (thought versus action) to thought/action integration --
_g4.7.
_tInquiry involves three types of inference: Abduction, deduction, induction --
_g4.8.
_tInquiry is mediated and mediating --
_g4.9.
_tMethodological and managerial implications --
_g4.10.
_tConclusion: Habit and inquiry, a recursive theory of action --
_g5.
_tTrans-action: Beyond the individual/collective dualism, the dialogical approach to sociality --
_g5.1.
_tIntroduction --
_g5.2.
_tSharedness" mainstream and its limitations --
_g5.3.
_tFew cases --
_g5.4.
_tPragmatist dialogical and trans-actional approach to sociality --
_g5.5.
_tDewey and Bentley's theory of trans-action --
_g5.6.
_tTrans-actional approach to sociality --
_g5.7.
_tConclusion --
_g6.
_tCommunity of inquiry: Trans-actional inquiry and common concern --
_g6.1.
_tIntroduction --
_g6.2.
_tCase study: Communities of inquiry and communities of practice at Electricite de France (EDF) --
_g6.3.
_tClassical pragmatism and communities of inquiry --
_g6.4.
_tTwo types of solidarity, two types of community --
_g6.5.
_tCommunities of process, activity systems, and shared concerns --
_g6.6.
_tManagerial applications of the pragmatist approach to the community of inquiry --
_g6.7.
_tConclusion --
_g7.
_tAbduction --
_g7.1.
_tIntroduction --
_g7.2.
_tHistorical definitions of abduction --
_g7.3.
_tAbduction as a social process --
_g7.4.
_tCase study: Re-inventing urban planning --
_g7.5.
_tDiscussion of the case: Four key characteristics of the tested process --
_g7.6.
_tAbduction in the organizational world --
_g7.7.
_tConclusion: The social process of abduction fabulates the collective future --
_g8.
_tValue and valuation --
_g8.1.
_tIntroduction --
_g8.2.
_tFour short stories of valuation --
_g8.3.
_tFrom dualist value to pragmatist valuation --
_g8.4.
_tValuation process is mediated by valuation tools --
_g8.5.
_tConclusion: What is at stake in the pragmatist approach to valuation? --
_g9.
_tPragmatism, a process perspective on organizations --
_g9.1.
_tIntroduction --
_g9.2.
_tProcess turn in organization studies --
_g9.3.
_tSix questions raised by the process approach to organizations --
_g9.4.
_tPragmatism: A process-oriented thought --
_g9.5.
_tProcess of organizing in the light of pragmatist analyses --
_g9.6.
_tConclusion: Some managerial and methodological implications --
_g10.
_tPragmatist influence on managerial ideas and practices: The strange history of lean management --
_g10.1.
_tIntroduction --
_g10.2.
_tMary Parker Follett, "prophet of management" --
_g10.3.
_tChester Barnard: Cooperation and authority --
_g10.4.
_tDonald Schon and reflection-in-action --
_g10.5.
_tAction research and the Tavistock Institute --
_g10.6.
_tPragmatist sources of quality and "lean" management --
_g10.7.
_tOriginal features of "lean management" inspired by pragmatism --
_g10.8.
_tCall center case --
_g10.9.
_tDominant practices of "lean" management today: Back to Taylorism --
_g10.10.
_tConclusion.
526 _agen ed
650 0 _aOrganization
_xPhilosophy.
650 0 _aManagement
_xPhilosophy.
650 0 _aPragmatism.
906 _a7
_bcbc
_corigres
_d2
_encip
_f20
_gy-gencatlg
942 _2lcc
_cFR
999 _c16669
_d16669