The DOI matches its Crossref record; 97 of the 98 references it cites were found in a registry or an index.
Symbolic Power and Organizational Culture
Abstract
With the recent wave of corporate scandals, organizational culture has regained relevance in politics and the media. However, to acquire enduring utility, the concept needs an overhaul to overcome the weaknesses of earlier approaches. As such, this paper reconceptualizes organizational culture as a negotiated order (Strauss 1978) that emerges through interactions between participants, an order influenced by those with the symbolic power to define the situation. I stress the complementary contributions of theorists of practice (Bourdieu and Swidler) and theorists of interaction (Goffman and Strauss), building upward from practice into interaction, symbolic power, and the negotiated order. Using data from initial reports on the fall of Arthur Andersen and Co., I compare this symbolic power approach to other approaches (culture as subjective beliefs and values or as context/public meaning). The symbolic power model has five virtues: an empirically observable object of study; the capacity to explain conflict and integration; the ability to explain stability and change; causal efficacy; and links between the micro-, meso-, and macrolevels of analysis. Though this paper focuses on organizational culture, the symbolic power model provides theoretical leverage for understanding many situated contexts.
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“But this dual aspect of the street policing habitus does not make it wholly deterministic. Rather, while the policing habitus constrains actions, a level of spontaneity remains (Hallett, 2003).”
From Field, capital and the policing habitus: Understanding Bourdieu through the NYPD's post-9/11 counterterrorism practices (2021) · cites this paper as Hallett, 2003
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Cited by
Sorted by citations
Theorizing Practice and Practicing Theory
Feldman, M. S., & Orlikowski, W. J. (2011) · Organization Science · doi:10.1287/orsc.1100.0612 · Cited by 1,753
Bourdieu and organizational analysis
Emirbayer, M., & Johnson, V. (2008) · Theory and Society · doi:10.1007/s11186-007-9052-y · Cited by 947
Hallett, T. (2010) · American Sociological Review · doi:10.1177/0003122409357044 · Cited by 905
Self-citationHallett, T., & Ventresca, M. J. (2006) · Theory and Society · doi:10.1007/s11186-006-9003-z · Cited by 893
Self-citationBendersky, C., & Hays, N. A. (2011) · Organization Science · doi:10.1287/orsc.1110.0734 · Cited by 434
Metadata
- Authors
- Hallett, T.
- Affiliations
- Indiana University (US)
- Corresponding author
- Hallett, Tim
- ORCID
- Hallett, Tim
- Venue
- Sociological Theory
- Publisher
- SAGE Publications
- Published
- 2003-06
- Volume
- 21
- Issue
- 2
- Pages
- 128-149
- ISSN
- 0735-2751 (ISSN-L)
- 1467-9558
- OpenAlex
- W2079622963
- Cited by
- 249
- References
- 98
- Citations by year
- 2026: 2 · 2025: 13 · 2024: 7 · 2023: 10 · 2022: 29 · 2021: 14 · 2020: 19 · 2019: 13 · 2018: 3 · 2017: 12 · 2016: 9 · 2015: 11 · 2014: 18 · 2013: 11 · 2012: 11
- FWCI
- 9.30
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Sociological Theory (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Sociology and Political Science › Contemporary Sociological Theory and Practice
- Social Sciences › Sociology and Political Science › Cultural Capital and Social Class
- Keywords
- organizational culture, symbolic power, negotiated order, corporate scandals, Arthur Andersen, Pierre Bourdieu, Erving Goffman, Strauss, practice theory, interaction theory, situated context
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