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• W2951952109 abstract "Organizations today devote substantial resourcestowards the development of governance systems to increasetransparency and accountability in areas such as quality, safety,financial accounting, and environmental performance. In thisdissertation, I combine ethnographic and simulation methods tounderstand the implementation and performance of such systems. Inthe first essay, I compare the implementation of a safetymanagement system in two industrial plants following accidents.Despite a common process, workers at one plant resist portions ofthe new system, while at the other plant the system is a relativesuccess. My argument has two parts. First, I argue that resistanceto bureaucratic rules is rooted in the lack of involvement thatfront line actors are afforded in managing anomalies that occur inthe application of rules. Second, lack of involvement is morelikely to result in active resistance to rules when actors arefamiliar with one another and with work tasks. While much researchemphasizes the benefits of familiarity for performance, I find thatactors who are familiar have both the motivation and the ability toresist bureaucratic control, even when rules are designed to servetheir own interests. In the second essay, I extend the findings inthe first essay to develop a dynamic theory of the success andfailure of governance systems in organizations. Consistent withexisting literature, I find that pressure to conform to externallyimposed norms of bureaucratic rationality can cause dynamics ofgradual decoupling between rules and practice. However, I find thatthe mechanism by which such pressures operate can be different thanpreviously described. Rather than compelling organizations to adoptpractices that are inefficient or opposed to the interests ofmanagers or workers, external pressure creates a conflict that istemporal: necessary efforts to demonstrate compliance in the shortrun directly undermine efforts to make rules effective in thelonger term. When organizational actors have the flexibility tobuild organizational capabilities absent imperatives to demonstratestrict compliance at all times, formal structure can evolve tobecome a highly effective means of organizing. Absent suchflexibility, rules can become a source of conflict characterized byworker resistance, tighter control, and decoupling. In the thirdessay, I develop and calibrate a detailed simulation model toillustrate why management efforts to develop capabilities thatsupport governance systems so often fall short. For this essay, Istudy the case of energy efficiency and maintenance reliability inthe built environment. Even where proactive investments wouldimprove both regulated outcomes and the bottom line, I show thatmanagers might easily abandon investments early, before crossing atipping threshold that allows for the realization of full benefits.Thus, successful self-regulation depends not only on managersrecognizing and acting on opportunities, but also on managersunderstanding tipping dynamics and sustaining…" @default.
• W2951952109 created "2019-06-27" @default.
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• W2951952109 date "2012-01-01" @default.
• W2951952109 modified "2023-09-24" @default.
• W2951952109 title "Resistance from top to bottom : the dynamics of riskmanagement in complex organizations; Dynamics of risk management in complexorganizations" @default.
• W2951952109 hasPublicationYear "2012" @default.
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