151. The Public and Private Faces of Organizational Form.
- Author
-
Wheat, Christopher Owen
- Subjects
ORGANIZATIONAL behavior ,ORGANIZATIONAL structure ,SOCIAL factors ,INTERGROUP relations ,SOCIAL groups ,INTERORGANIZATIONAL relations - Abstract
The notion that organizational forms are social codes that play a central role in shaping organizational outcomes has recently attracted the attention of a wide range of organizational and economic sociologists. Specifically, a considerable amount of attention has been given to the role that these forms play as the public identity of the organizations that they are associated with. This paper seeks to explore not only the role of organizational form as a public identity, but also the relationship between organizational forms and the "private" internal organizational structures. In doing this, I identify two mechanisms that clarify this distinction. Form dominance corresponds to the ability of particularly salient and powerful public identities to restrict the ability of organizational incumbents to successfully negotiate with customers and suppliers. Structural ambiguity refers to the ability of some organizations to successfully embed themselves in novel private structures of exchange. These two mechanisms are tested using interorganizational exchange data from the 1997 Input-Output Accounts. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]
- Published
- 2006