Monday, October 1, 2018

Hayagreeva Rao, Stanford University Graduate School of Business

Radical Activists and the Attention-Support Dilemma: Evidence from Boss-Nappings

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)

When do radical activists stage disruptive acts that trigger police repression? We suggest that radical activists are more likely to organize extreme actions that invite police repression in opponents’ strongholds where they lack support, and in swing districts where they are close to their opponents in terms of support, rather than in their own strongholds. However, disruptive acts in swing districts are less likely on high-rainfall days where turnout is likely to be low – therefore, attention and support are likely to be impaired. By contrast, there is no such variation in the case of opponent strongholds. An observational study of boss-napping – that is, taking the boss hostage by union members – lends empirical support to our predictions.

Monday, October 8, 2018

Shelly Correll, Stanford University Sociology Department

Inside the Black Box of Organizational Life: The Gendered Language of Performance Assessment

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)

Organizations implement formalized evaluation procedures to reduce ascriptive biases and achieve meritocratic outcomes. However, these procedures often fail to eliminate bias in practice. Managers play a key role in applying such procedures, but researchers have been unable to observe the thought processes guiding managers’ decisions. This paper takes a first step in allowing us to peer into managers’ heads through an analysis of the language they use when evaluating employees’ performance. Using a random sample of written performance reviews at a Fortune 500 technology company, we investigate whether gender stereotypes are reflected in managers’ reviews and whether language patterns are associated with gendered rating outcomes, which play an important role in determining pay and promotion decisions. While performance reviews contain clear descriptions of meritocratic factors, we find important differences in the language used to describe men and women’s performances. For example, women receive more vague feedback and more criticisms of their personalities, whereas men are described as more visionary. Further, some types of language, such as “taking charge,” are associated with the highest ratings for men but not women. Our analysis nuances the theoretical debate about whether formal procedures operate as a smokescreen concealing bias or a great-leveler securing meritocracy.

Monday, October 15, 2018

Mitchell Stevens, Stanford University Graduate School of Education

Engineering Credentials: Educational Entrepreneurship as Statecraft in the Cold-War United States

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)

co-author: Alexander T. Kindel

What mechanisms drove the expansion of a “credential society” in the United States during the twentieth century? Extant accounts emphasize status-group struggles and educational entrepreneurship, but have not fully recognized the role of the state in credential expansion. Drawing on archival records tracing administrative activity at Stanford University between 1945 and 1969, we depict how academic administrators channeled federal support for science and engineering education to expand the production of graduate degrees. Government patronage of academic training was received by schools nationwide after World War II. Our findings reveal educational entrepreneurship as a distinctive form of statecraft, and suggest closer integration of scholarship on social stratification and American political development.

Monday, October 22, 2018

Patricia Bromley, Stanford University Graduate School of Education

Management and Hyper-Management: Models of Empowered Organizational Leadership

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)

co-author: John W. Meyer, Stanford University

Conceptions of management and leadership have expanded and transformed dramatically in recent decades.  Beyond the management of people through routine controls, the call is for leadership of empowered actors.  And beyond the effective pursuit of given goals, the demand is for innovative and entrepreneurial vision.  This change occurs because both organizations and individuals are structured in liberal society as sovereign, bounded and autonomous social actors, with the capacity and authority to choose a wide range of purposes, and to have a unique identity.  Organizations are legitimately entitled to incorporate people and functional groups that are themselves empowered social actors; this requires greatly expanded managerial roles.  These changes help explain core tensions in management: Contemporary hyper-management involves expanding claims of responsibility and capability (and compensation), hand in hand with the shrinking legitimacy of imperative authority and the organizational chart. 

Monday, November 12, 2018

Kathleen M. Eisenhardt, Stanford University School of Engineering

Bottlenecks, Experimentation, and Organizational Form: Venture Growth in the Nascent Drone Industry

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)

co-author: Robert P. Bremner

This paper explores how ventures grow in nascent markets with a comparison between two ventures - one organizing around an open innovation community and the other as a proprietary firm.  Grounded in a 10-year comparative case study of two leading civilian drone manufacturers, our emergent theory indicates that ventures grow by their entrepreneurs’ accurately identifying and resolving bottlenecks, sooner and more effectively than rivals. Further, as bottlenecks change, it is effective to fit the approach to experimentation and problem solving with changing levels of ambiguity, uncertainty and complexity. Overall, organizational form influences the range of approaches that ventures can effectively use to identify and resolve bottlenecks.

Monday, November 26, 2018

Tammar Zilber, Hebrew University of Jerusalem

Microfoundation of Institutions: The Case of Institutional Logics

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)

Monday, December 3, 2018

Marc Ventresca, University of Oxford Saïd Business School

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)

Monday, December 10, 2018

Daniel McFarland, Stanford University Graduate School of Education

Homo Intellectus

Time and Location: Time and Location: 3:00-4:30 PM, CERAS Building, 520 Galvez Mall, Stanford CA 94305 (Room 123)