02323nam a22001697a 4500999001900000008004100019100004800060245009500108260003900203300003100242520159000273650011301863773003801976906002602014942000702040952010602047  c514538d514538201112b           ||||| |||| 00| 0 eng d  aSodertrom, Sara B and Weber, Klaus. 920998  aOrganizational structure from Interaction: Evidence from corporate sustainability efforts   aAdministrative Science Quarterly    a65(1), Mar 2020: p.226-271  aWe advance interactionist perspectives on how organizational structures emerge in new issue domains. Our study is grounded in field data collected over 18 months at a large biomedical company that sought to become more sustainable. Over that period, some sustainability-related issues became firmly embedded in formal structures and procedures, while others faltered. We identify the quality of situational interactions among organizational members as the engine behind the structuring of organizational sustainability efforts. Successful interactions generated traces of attention, motivation, knowledge, relationships, and resources that linked fleeting interactions to emergent organizational structures. Our findings point to the importance of internal advocates and distributed processes at middle and lower levels for developing organizational structures, and we show that advocates’ interests, commitments, and identities are altered in the course of repeated interactions, as are the political resources available to them. Paying attention to situation-level interactions thus results in a more dynamic view of the emergence of formal structures through political processes. We develop a process model that informs structuration perspectives on organizational change by showing how social interaction dynamics can account for divergent levels of structuring within the same domain. The model also advances political perspectives on organizational change by unpacking the situational underpinnings of advocacy efforts and collective mobilization around issues. – Reproduced   aOrganizational change, Structuration process, Sustainability Initiatives, Social interaction dynamics919270  aAdministrative Science Quarterly   aORGANIZATIONAL CHANGE  cAR  00102ddc40709388543aIIPAbIIPAd2020-11-12h65(1), Mar 2020: p.226-271pAR123531r2020-11-12yAR