Book contents
- Management Tools
- Management Tools
- Copyright page
- Contents
- Figures
- Tables
- Acknowledgements
- How to Use This Book
- Introduction
- Part I Theoretical Foundations for Thinking about Management Instrumentation
- Part II Three Major Types of Social Science Approaches
- 3 Critical Perspectives on Management Tools
- 4 Institutionalist Perspectives on Management Tools
- 5 Interactional Perspectives on Management Tools
- Part III Synthesis
- General Conclusion
- Book part
- Bibliography
- Index
4 - Institutionalist Perspectives on Management Tools
from Part II - Three Major Types of Social Science Approaches
Published online by Cambridge University Press: 31 July 2019
- Management Tools
- Management Tools
- Copyright page
- Contents
- Figures
- Tables
- Acknowledgements
- How to Use This Book
- Introduction
- Part I Theoretical Foundations for Thinking about Management Instrumentation
- Part II Three Major Types of Social Science Approaches
- 3 Critical Perspectives on Management Tools
- 4 Institutionalist Perspectives on Management Tools
- 5 Interactional Perspectives on Management Tools
- Part III Synthesis
- General Conclusion
- Book part
- Bibliography
- Index
Summary
In this chapter we look at the role of institutions in the formation and development of management tools. In this type of analysis those elements relating to social cognition (interpretative schemes, norms, values, beliefs, social representations) take a central role. The theses reviewed in this chapter have in common to centre in their analyses on habits of behaviour or thought, or rules that are more or less taken for granted and more or less formalised (customs, morals, rights). Being somewhat stable, these elements impose themselves on individuals in a given social world. They are called ‘institutions’ by the neo-institutionalist authors of thesis 4, ‘conventions’ by the conventionalists of thesis 5 and ‘social structures’ by the structurationists of thesis 6.
- Type
- Chapter
- Information
- Management ToolsA Social Sciences Perspective, pp. 100 - 152Publisher: Cambridge University PressPrint publication year: 2019