著者

星井 進介 Hoshii Shinsuke

出版者

新潟大学大学院現代社会文化研究科

雑誌

現代社会文化研究 (ISSN:13458485)

巻号頁・発行日

no.55, pp.219-236, 2012-12

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K. E. Weick advocated understanding the organization phenomenon from the viewpoint of organizing in The Social Psychology of Organizing. He showed the concept of enactment in organizing theory. Enactment is the only process where organizational members directly engage with an external environment and is the action that produces the raw materials that can then be made sensible. Weick described that the enactment perspective implies that people in organizations should be more self-conscious about and spend more time reflecting on the actual things they do. Thus, enactment is an important element of the organizing process. The author considers that a discussion of the enactment concept is necessary in the case of the observation and analysis of the organization phenomenon. The aim of this study is to examine the enactment concept from the action and interaction perspectives. For this purpose, Parsons' notion of the double contingency, Silverman's action frame of reference, Blumer's joint act, Schutz's intersubjectivity, and Wiley's analytical frame of the social system were investigated. In this way, the relationship between enactment and interaction in the organizing process was clarified.

著者

星井 進介 Hoshii Shinsuke

出版者

新潟大学大学院現代社会文化研究科

雑誌

現代社会文化研究 (ISSN:13458485)

巻号頁・発行日

no.52, pp.19-32, 2011-12

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In The Social Psychology of Organizing, 2nd edition, Karl E. Weiek described an organizing theory based on flows, changes, connections, interdependence, and social interaction. This paper examined the definition and process of organizing proposed by Weick. The process of organizing and how organization emerges in Weick's book are discussed. Organizing was defined by Weick as a consensually validated grammar for reducing equivoeality by means of sensible interlocked behaviors. Weick showed that an organizing process comprised four elements : ecological change, enactment, selection, and retention. Organizations continuously manage some equivocalities, ignore others, and create new ones by interlocked behaviors and organizing processes. Equivocal infomation triggers organizing, in other words. Weick showed that environments can be considered as the outcomes of organizing and as the creations of actors within the organization in the relationship between an organization and its environment.