{"product_id":"the-communicative-constitution-of-organizations-isbn-9781119591924","title":"The Communicative Constitution of Organizations","description":"\u003cp\u003e\u003cb\u003eDiscusses interrelations or confluences among communication flows as the Four Flows Model of organizational communication\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe Four Flows Model\u003c\/i\u003e illustrates how communication makes an organization what it is, presenting in-depth information on the Communicative Constitution of Organizations (CCO). Written by a team of renowned experts in the field, this comprehensive resource is designed for all those involved in the study of organizations, particularly advanced students and researchers in Business, Sociology, Communication Studies, and the subdiscipline of Organizational Communication.\u003c\/p\u003e \u003cp\u003eOrganized into eleven substantial chapters, the text clearly and thoroughly explains all key aspects of Four Flows Theory (4F) and provides a theoretical grounding in its parent, Structuration Theory (ST). The book draws upon original research and evidence to demonstrate that organizations are not constituted in merely one way, but rather by four analytically different yet interconnected characteristic flows: Membership Negotiation, Self-Structuring, Activity Coordination, and Institutional Positioning. Throughout the book, the authors describe their theoretical developments through discussion of other key schools of CCO thinking, as well as important issues such as critical perspectives on organizing.\u003c\/p\u003e \u003cp\u003eArticulating the significance of the Four Flows Theory for CCO scholarship, this innovative volume:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eDiscusses interrelations or confluences among flows and explores relations of the Four Flows Model with alternate perspectives\u003c\/li\u003e \u003cli\u003eEmphasizes the need to ask broader questions in CCO theorizing regarding the ways socio-material things are constituted\u003c\/li\u003e \u003cli\u003eLays out the context of 4F theory and identifies the key issues CCO theories should address\u003c\/li\u003e \u003cli\u003eDescribes how \u003ci\u003econlocutions\u003c\/i\u003e allow sensitive exploration of relations\u003c\/li\u003e \u003cli\u003eIntroduces the concept of \u003ci\u003etranstruction\u003c\/i\u003e to Structuration Theory, explaining how communication produces and reproduces organizations\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eHighlighting the importance of studying organizations as novel social entities that rule the world, \u003ci\u003eThe Four Flows Model: The Communicative Constitution of Organizations\u003c\/i\u003e is an excellent textbook for upper-level undergraduate and graduate courses on Organizational Communication, Structuration Theory, Organizational Communication, Management, Organizational Studies, and Public Administration, as well as an invaluable reference work for researchers and practitioners in the field.\u003c\/p\u003e \u003cp\u003ePreface viii \u003c\/p\u003e \u003cp\u003eAcknowledgments xiii \u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction 1\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e1.1 Theoretical Grounding 2 \u003c\/p\u003e \u003cp\u003e1.1.1 Key Issues 6 \u003c\/p\u003e \u003cp\u003e1.2 Agency and Human Centrality to Human Social Systems 6 \u003c\/p\u003e \u003cp\u003e1.3 Materiality and Sociomateriality of Communication and Organizations 8 \u003c\/p\u003e \u003cp\u003e1.4 Power\/Domination 10 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Communication and Structuration Theory 12\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e2.1 Structuration Theory Tenets with Reference to Organizations 13 \u003c\/p\u003e \u003cp\u003e2.2 Structure: Rules and Resources 13 \u003c\/p\u003e \u003cp\u003e2.3 Systems 15 \u003c\/p\u003e \u003cp\u003e2.4 Agency 16 \u003c\/p\u003e \u003cp\u003e2.5 Duality of Structure 22 \u003c\/p\u003e \u003cp\u003e2.6 Modalities 23 \u003c\/p\u003e \u003cp\u003e2.7 Distanciation 24 \u003c\/p\u003e \u003cp\u003e2.8 Communication and System Structuring 27 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Communicative Constitution 31\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e3.1 Structuration Theory and the Constitution of Organizing 32 \u003c\/p\u003e \u003cp\u003e3.2 The Structurational Hermeneutic 34 \u003c\/p\u003e \u003cp\u003e3.3 Conlocutions 36 \u003c\/p\u003e \u003cp\u003e3.4 Constitution 37 \u003c\/p\u003e \u003cp\u003e3.4.1 Constitution of Signs 38 \u003c\/p\u003e \u003cp\u003e3.4.2 Constitution of Agents 39 \u003c\/p\u003e \u003cp\u003e3.4.3 Constitution of Organizations 41 \u003c\/p\u003e \u003cp\u003e3.5 The Modalities— An Augmented Formulation 43 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 The Four Flows Model 49\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e4.1 Flow and Constitution 49 \u003c\/p\u003e \u003cp\u003e4.2 Flows with Agency 52 \u003c\/p\u003e \u003cp\u003e4.3 The Materiality of Flows 54 \u003c\/p\u003e \u003cp\u003e4.4 Flow as Organizational and Communicative 55 \u003c\/p\u003e \u003cp\u003e4.5 Ways That Flow Departs from Communication 57 \u003c\/p\u003e \u003cp\u003e4.6 The Four Flows Model 60 \u003c\/p\u003e \u003cp\u003e4.7 Conclusion 64 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Membership Negotiation 66\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e5.1 Moving from Outsiders to Insiders: Socialization Toward Membership 69 \u003c\/p\u003e \u003cp\u003e5.2 Previous Experiences and Their Relation to Membership Negotiation 73 \u003c\/p\u003e \u003cp\u003e5.3 Ongoing Membership Negotiation 76 \u003c\/p\u003e \u003cp\u003e5.4 Members’ Relationship to the Organization 78 \u003c\/p\u003e \u003cp\u003e5.5 Materiality 79 \u003c\/p\u003e \u003cp\u003e5.6 Constitutive Effects 80 \u003c\/p\u003e \u003cp\u003e5.7 Drawing on Membership Negotiation 81 \u003c\/p\u003e \u003cp\u003e5.8 Conclusion 82 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Self-Structuring 84\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e6.1 Type 1: Formal Structuring 87 \u003c\/p\u003e \u003cp\u003e6.2 Organizational Goals 90 \u003c\/p\u003e \u003cp\u003e6.3 Organizational Boundaries 92 \u003c\/p\u003e \u003cp\u003e6.4 Rules, Goals, and Other Formal Structuring 93 \u003c\/p\u003e \u003cp\u003e6.5 Emergence of Ideas of (Formal) Structuring 95 \u003c\/p\u003e \u003cp\u003e6.6 How Formal Structuring Constitutes Organizations 96 \u003c\/p\u003e \u003cp\u003e6.7 Formal Structuring and the Four Dimensions 97 \u003c\/p\u003e \u003cp\u003e6.8 Type 2: Information and Communication Technology 98 \u003c\/p\u003e \u003cp\u003e6.9 Bases of ICT 99 \u003c\/p\u003e \u003cp\u003e6.10 How the ICT System Constitutes the Organization 102 \u003c\/p\u003e \u003cp\u003e6.11 ITC and the Four Dimensions 107 \u003c\/p\u003e \u003cp\u003e6.12 Type 3: Culture 107 \u003c\/p\u003e \u003cp\u003e6.13 How Culture Constitutes Organizations 112 \u003c\/p\u003e \u003cp\u003e6.14 Culture and the Four Dimensions 113 \u003c\/p\u003e \u003cp\u003e6.15 Conclusion 113 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Activity Coordination 115\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e7.1 Research on Coordination 117 \u003c\/p\u003e \u003cp\u003e7.2 HRO Activity Coordination 123 \u003c\/p\u003e \u003cp\u003e7.3 Supervisor-Subordinate Activity Coordination and Transtruction 125 \u003c\/p\u003e \u003cp\u003e7.4 Materiality 127 \u003c\/p\u003e \u003cp\u003e7.5 Activity Coordination between Coworkers and Transtruction 128 \u003c\/p\u003e \u003cp\u003e7.6 Conclusion 130 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Institutional Positioning 131\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e8.1 Institutions and Organizations 132 \u003c\/p\u003e \u003cp\u003e8.2 Positioning by Individual Agents 134 \u003c\/p\u003e \u003cp\u003e8.3 Four Facets of Institutional Positioning 136 \u003c\/p\u003e \u003cp\u003e8.4 Organizational Identity 137 \u003c\/p\u003e \u003cp\u003e8.5 Social System Actant 139 \u003c\/p\u003e \u003cp\u003e8.6 Organization to Individuals 140 \u003c\/p\u003e \u003cp\u003e8.7 Organization to Organizations in the Institutional System[s] 141 \u003c\/p\u003e \u003cp\u003e8.8 Transtructions 142 \u003c\/p\u003e \u003cp\u003e8.9 Corporate Social Responsibility 144 \u003c\/p\u003e \u003cp\u003e8.10 Crisis Communication 146 \u003c\/p\u003e \u003cp\u003e8.11 Conclusion 148 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Confluence of the Four Flows 149\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e9.1 The Confluence of the Flows 150 \u003c\/p\u003e \u003cp\u003e9.2 Flows as Foundational Theoretic Constructs for Organizational Communication and CCO Analysis 152 \u003c\/p\u003e \u003cp\u003e9.3 Strains and Contradictions, or Contraventions, Among\/Within Flows 153 \u003c\/p\u003e \u003cp\u003e9.4 Confluence of the Flows at Micro, Meso, and Macro Levels 156 \u003c\/p\u003e \u003cp\u003e9.5 Deep Structures\/Currents and the Confluence of the Flows 160 \u003c\/p\u003e \u003cp\u003e9.6 Conclusion 164 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Contributions to the Ongoing CCO Debates 166\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e10.1 Confluence with \u003ci\u003eLuhmann\u003c\/i\u003e’s Theory 168 \u003c\/p\u003e \u003cp\u003e10.2 Confluence with \u003ci\u003eThe Montreal School\u003c\/i\u003e 174 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Conclusion 180\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003e11.1 Summary of Key Insights 180 \u003c\/p\u003e \u003cp\u003e11.2 Resources for Practical Appropriation of CCO Thought 182 \u003c\/p\u003e \u003cp\u003eReferences 184 \u003c\/p\u003e \u003cp\u003eIndex 203\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eRobert D. McPhee, \u003c\/b\u003eProfessor Emeritus, Hugh Downs School of Human Communication, Arizona State University. His scholarship has primarily focused on organizational and group communication, communication theory, and quantitative research analysis methods. His work has appeared in various communication and organizational studies journals. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eKaren K. Myers,\u003c\/b\u003e Professor of Organizational Communication, University of California, Santa Barbara. Her research examines workplace interactions including membership negotiation, vocational anticipatory socialization, communicative constitution of organizations, emotions in the workplace; communication between the generations in the workplace, workgroup communication in high-reliability organizations, and workplace flexibility. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eJoel O. Iverson,\u003c\/b\u003e Professor of Communication Studies, University of Montana. His research focuses on the communicative processes of organizing at group, organizational, and community levels, with an emphasis on risk and crisis communication. His theoretical developments include the Four Flows Model of Communication and Communities of Practice Theory.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eTHE COMMUNICATIVE CONSTITUTION OF ORGANIZATIONS\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eThis book explores new developments in the Four Flows Model of organizational communication, including the confluences among the flows and the roles of power, meaning, and norms in the constitution of organizations.  \u003c\/p\u003e\u003cp\u003eA burgeoning area of communication and organizational scholarship, the communicative constitution of organizations (CCO), explores the idea that organizations don’t just use communication; rather, they are enacted by communication processes. Written by a team of renowned experts in the field, this comprehensive resource is designed for all those involved in the study of organizations, particularly advanced students and researchers in Business, Sociology, Communication Studies, and the subdiscipline of Organizational Communication. \u003c\/p\u003e\u003cp\u003eOrganized into eleven substantial chapters, the text clearly and thoroughly explains all key aspects of the Four Flows Model and provides a theoretical grounding in its parent, Structuration Theory. The book demonstrates that organizations are not constituted through a singular process, but rather by four analytically different yet interconnected characteristic flows: Membership Negotiation, Self-Structuring, Activity Coordination, and Institutional Positioning. It extends theorizing on hermeneutics and conlocutions and introduces a new concept—transtructions—to explicate the process by which constitution occurs in organizations. Throughout the book, the authors describe their theoretical developments through discussion of example organizations, other key schools of CCO thinking, as well as other stances such as critical perspectives on organizing. \u003c\/p\u003e\u003cp\u003eHighlighting the importance of studying organizations as novel social entities with enormous power. \u003ci\u003eThe Communicative Constitution of Organizations: The Four Flows Model\u003c\/i\u003e is an invaluable reference work for researchers and practitioners in the field as well as an excellent resource for upper-level undergraduate and graduate courses on Organizational Communication, Structuration Theory, Organizational Communication, Management, Organizational Studies, and Public Administration.\u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47990191653093,"sku":"NP9781119591924","price":44.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119591924.jpg?v=1761786856","url":"https:\/\/k12savings.com\/products\/the-communicative-constitution-of-organizations-isbn-9781119591924","provider":"K12savings","version":"1.0","type":"link"}