Institutions large and small, in all sectors, virtually instruct us about who and what we are as part of the work they do in processing lives and personal troubles. This book addresses the institutional construction of troubled selves.

This book is about the use of evidence in the leadership and management of universities and colleges. The role of institutional self-study in establishing strategy and measuring progress is examined across the full range of institutional activities, with many worked examples. Practical guidance is also set in the context of theory about organisational learning within complex enterprises at the start of the 21st century, as well as an account of the state of the art within higher education in the UK, with some international comparisons. Because of the nature of the business – knowledge production and use –universities should be better at organisational learning than they are. This book shows how disciplined self-study can assist decision-making, general effectiveness and reputational positioning for universities and colleges. The book explores why self-study matters, the key processes and techniques, as well as what can be delivered. In addition to the internal drivers to enhance self-study capacity and practice, institutions are increasingly required to produce explicit and transparent accounts of their activities and performance to external bodies, to support marketing, to respond to multiple stakeholders and to meet external reporting and regulatory requirements. At the heart of the book is the case for the development of the university or college as a mature, self-reflective community, making full use of its analytical and other resources.

The topic of organizational identity has been fast growing in management and organization studies in the last 20 years. Identity studies focus on how organizations define themselves and what they stand for in relation to both internal and external stakeholders. Organizational identity (OI) scholars study both how such self-definitions emerge and develop, as well as their implications for OI, leadership and change, among others. We believe there are at least four inter-related reasons for the growing importance of OI. OI addresses essential questions of social existence by asking: Who are we and who are we becoming as a collective? It is a relational construct connecting concepts and ideas that are often viewed as oppositional, such as "us" and "them" or "similar" and "differen." OI is also nexus concept serving to gather multiple central constructs, also represented in this Handbook. Finally, OI is inherently useful, as knowing who you are is the foundation for being able to state what you stand for and what you are promising to others, no matter their relation with the organization. The Handbook provides a road-map to the OI field organized in over 25 chapters across seven sections. Each chapter not only offers a broad overview of its particular topic, each also advances new knowledge and discusses the future of research in its area of focus.

From hospitals and prisons to schools and corporations: no matter how large or seemingly abstract, all institutions are ultimately the result of the actions and interactions of people. In this original and innovative text, Gibson and Vom Lehn show the different ways in which studying people's own meaning-making practices can help us understand the role of institutions in contemporary society. Institutions, Interaction and Social Theory takes the reader through the core conceptual foundations of Symbolic Interactionism, Ethnomethodology and Conversation Analysis. Engaging with a rich tradition in sociological thought, it suggests that interactionist perspectives have remained largely absent in the study of institutions, and how they contrast with and contribute to the broader field of research in institutional contexts. With chapters on healthcare, education, markets, and art and culture, this text will be of interest to those studying institutions, organisations and work in sociology and in business schools. It will also be valuable for students of social theory interested in interactionism, and in the challenges and opportunities of connecting complex theoretical discussions to real world examples.

These two volumes present the most important recent developments in the institutional theory of culture and demonstrate their practical applications. Sometimes called 'grid-group analysis' or 'cultural theory', they derive from the work of Durkheim in the 1880s and 1900s and develop the insights of the anthropologist Mary Douglas and her followers from the 1960s on. First redefined within social and cultural anthropology, the theory's influence is shown in recent years to have permeated all the main disciplines of social science with substantial implications for politics, history, business, work and organizations, the environment, technology and risk, and crime and consumption. Today, the institutional theory of culture now rivals the rational choice, Weberian and postmodern outlooks in influence across the social sciences.

The analysis of how institutions are formed, how they operate and change, and how they influence behavior in society has become a major subject of inquiry in politics, sociology, and economics. A leader in applying game theory to the understanding of institutional analysis, Elinor Ostrom provides in this book a coherent method for undertaking the analysis of diverse economic, political, and social institutions. Understanding Institutional Diversity explains the Institutional Analysis and Development (IAD) framework, which enables a scholar to choose the most relevant level of interaction for a particular question. This framework examines the arena within which interactions occur, the rules employed by participants to order relationships, the attributes of a biophysical world that structures and is structured by interactions, and the attributes of a community in which a particular arena is placed. The book explains and illustrates how to use the IAD in the context of both field and experimental studies. Concentrating primarily on the rules aspect of the IAD framework, it provides empirical evidence about the diversity of rules, the calculation process used by participants in changing rules, and the design principles that characterize robust, self-organized resource governance institutions.