How beneficiaries become sources of normative control (Record no. 528177)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 02183nam a22001577a 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 241114b ||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Chu, James |
| 245 ## - TITLE STATEMENT | |
| Title | How beneficiaries become sources of normative control |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | Administrative Science Quarterly |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 69(2), Jun, 2024: p.324-369 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc | Organizations can motivate and coordinate work by socializing members to internalize organizational values. Existing theories posit that organizations achieve normative control through encapsulation, wherein peers and managers are primary sources of members’ socialization. Drawing on ethnographic data from a not-for-profit school, I show how an external actor—beneficiaries—can become a source of normative control. I develop a multistage process that explains how teachers were socialized by parents, specifically by hearing these parent beneficiaries narrate their needs; engaging in collective storytelling about beneficiaries; experiencing episodic shaming centered on how teachers’ daily performance met (or did not meet) beneficiaries’ needs; and receiving validation from beneficiaries. Because these sequential stages establish beneficiaries as sources of control through social interactions set in specific times and places, and establish shared emotional states among organizational members, I theorize that these stages compose a ritual of integration. Although teachers initially arrived at the school with heterogeneous values, this ritual led many of them to internalize the organizational value of self-sacrifice. Teachers who were unmoved by parents’ stories or came to see parents as exploitative did not internalize this value, and they tended to exit the organization. This study reveals how normative control can arise not only through socialization from in-group members but also from ritual interactions with and about beneficiaries.- Reproduced https://journals.sagepub.com/doi/full/10.1177/00018392231224135 |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Normative control, Organizational culture, Organizational ritual, China. |
| 9 (RLIN) | 48864 |
| 773 ## - HOST ITEM ENTRY | |
| Main entry heading | Administrative Science Quarterly |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) | |
| Subject DIP | ORGANISATIONAL CULTURE |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Item type | Articles |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Permanent location | Current location | Date acquired | Serial Enumeration / chronology | Barcode | Date last seen | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Indian Institute of Public Administration | Indian Institute of Public Administration | 2024-11-14 | 69(2), Jun, 2024: p.324-369 | AR133576 | 2024-11-14 | Articles |