Index
2018; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s0733-558x20180000057014
ISSN0733-558X
ResumoCitation (2018), "Index", Toward Permeable Boundaries of Organizations? (Research in the Sociology of Organizations, Vol. 57), Emerald Publishing Limited, Bingley, pp. 361-374. https://doi.org/10.1108/S0733-558X20180000057014 Publisher: Emerald Publishing Limited Copyright © 2018 Emerald Publishing Limited INDEX Access to information, 155 Accounting boundary-making, 34 closure, 37 critical, 41–43, 50 and economization, 43–47 entity assumption, 34–37 financial, 32–34, 42–49 group, 38–41 Accrual accounting, 45 Activation policies, sociological interpretation of, 169–191 interorganizational collaboration and cognitive opening, 181–186 open systems’ perspective, 172–175, 179–181 organizationally structured provision of services, 186–189 procedural, relational, and personnel structuring of organizational decisions, 177–179 systems-theoretical perspective, 175–177 Actorhood, 47–48 rational, 62 Actor network theory, 59 Adaptation, 105n3 Ad networks, 315–316 Affectual action, 89 African Research Universities Alliance, 275 Aheim Airport, 294, 295, 297–299 Airbnb, 116–118, 121, 122, 128, 310 “Airbnb Citizen” campaign, 126–127, 129 Airports networks, 291–298 space effect on boundaries within, 284–285 Allodoxia, 341, 342, 348, 349 Android, 117 Anonymous, 140, 144 ANT project, 157 AOL, 320 TACODA, 315 Apache Group, 152–156 intentionally designed organizational elements, 153–154, 155–156 unintended adjustments, 154–156 Apache incubator, 157, 158 Apache OSS community, 141–142, 147–152 communication networks, 149 Apache Software Foundation (ASF), 150, 152, 154, 156, 158–160 Apache World intentionally designed organizational elements, 156–157, 158 unintended adjustments, 157–158 App users, 204–207, 218 Arab League, 272 Arsenal London, 19 Asian Association of Agricultural Colleges and Universities, 268 Asian Universities Alliance, 275 Assets, 42 Association for European Life Science Universities, 273 Association of African Universities, 271 Association of American Colleges and Universities, 269 Association of American Universities, 274 Association of Arab Universities, 271, 272 Association of Catholic Colleges and Universities, 271 Association of East Asian Research Universities, 275 Association of European Universities, 271 Association of Indian Universities, 280n6 Association of Pacific Rim Universities, 275 Association of Public and Land-grant Universities, 271 Association of Swedish Higher Education, 280n6 Association of the Universities of the Latin America and the Caribbean, 271 Attention economy, 308 Aurora, 275 Austrian Rectors’ Conference, 280n6 Authenticity, ontological assumptions of, 61 Authentic self-disclosure, 17 Authentic transparency, 69, 74 Authority negotiations, 232, 253–254 Epsilon, 247–249 Pirate Party of Germany, 242–243 Autocatalysis, from complex endogenous relationships, 165 Autopoiesis, 4, 8, 175, 339 Baden-Württemberg, 289 Balanced Scorecard, 94 Balance sheets, 50 Benefit payment, 189 Berkeley Software Distribution (BSD), 166n5 open license, 153 Bestadt Airport, 297–299 Big data, 309, 321 Biological genesis, 166n4 Bismarck, Otto von, 76n2 Boundary(ies) competence, 159 of control, 38–41 discourse, 202 efficiency, 143, 159 extra-organizational, affected by meta-organizations, 259–279 formation, 141, 144, 159–162 fuzzy, 164 identity, 143, 144, 159 operative, 57 organizational field and institutional isomorphism, 335–337 within organizational networks, space effect on, 283–301 of organizations, 3–24, 139–166, 169–191 porosity, 141, 143, 162, 323 of power, 143, 145, 159 trajectories of, 161–163, 164–165 of visibility in transparency, 55–76 work, 174 Boundaryless organizations, 15, 140, 144, 164 Boundary-maintaining systems, 7, 57, 62, 75 Bounded rationality, 5, 67 Bourdieu, P. theory of social fields, 332–334, 335–343, 346–348, 352–355 model of differentiated societal fields, 337 Buffering, 155 Bureaucratic authority, 94 Capitalism, crowd-based, 116, 117 Cash flow statements, 50 Central American University Council, 271 Centralization, 91–92 Centralized resource allocation model, 44 C-Form, 118 CfP, 306, 313 Charismatic leadership, 94 Chatham House Rule, 247 Chinese C9 League, 274, 275 Cisco, 156 Code modules, keeping, 153 Coding, 202 Coercive isomorphism, 336 Cognitive openness, 175–177, 181–186 Coimbra Group, 274, 275 Collaboration, as organization design, 21 affectual action, 89 challenges to scaling-up value-rationality, 90–92 ethic of contribution, institutionalization of, 93–95 future research, 102–104 instrumentally rational action, 88 interactive process management, 95–96 moderators and boundary conditions, 100–102 participative centralization, 96–98 shared value, impediments of, 85–87 traditionalistic action, 89 value-rationality, 89–90 Collaborative consumption, 116, 121 Collaborative organization design, 84 Collective identity, positioning of, 154 College for Sciences of the Society, 345, 346, 348 Collegiality, 92–100 Committee of Vice-Chancellors and Principals of the Universities of the United Kingdom see Universities UK Communication, 17 channels, 177–178, 188 distancing, 206 robotic, 206–207 Community, 288 brokers, 158 gatekeepers, 157 hybrid, 21, 118–123 management, professionalization of, 156 online, 113–132 Community-managed production, 145 Community of Mediterranean Universities, 266 Companies Act 2006 Section, 172, 36 Competition as ideological imperative, rise of, 274–276 Complete organizations, 144 Confederation of European Union Rectors’ Conferences, 271 Consent desensitization, 320 Consistency, 230–231, 250–252 Epsilon, 244–246 Pirate Party of Germany, 238–240 Consortium of Universities for Global Health, 273, 277 Control, boundaries of, 38–41 Corporate identity, 234 Corporate partners’ resources, accessing, 156 Corporate social responsibility, 43 Critical accounting, 41–43, 50 Cross-border interaction, intensification of, 271–274 Crowd-based capitalism, 116, 117 Crowdfunding, 120 Customer service representatives (CSRs), 206 Data analysis, 202 Data-based business (DBB) models, 305–325 data governance, as organizational field, 310–321 organizational boundaries, 308–310 Data-based discrimination democracy and, 313–314 power and, 313–314 Data collection, 201–202 Data governance, as organizational field, 310–321 data ownership, 311–312 data privacy, 312–313 data-based discrimination, 313–314 institutional history, 316–321 key actors, 314–316 Data ownership, 311–312 Data privacy, 312–313 Debian OSS community, 165, 166n7 Decided and undecided orders, interactions between, 159–161 Decision machines, 63 Decision premises, 63–64 Decision programs, 177, 178, 184–185 Deliveroo, 196 Democracy, and data-based discrimination, 313–314 Digital data, 309 Digital direct action, 320 Digital economy, 115–117 Disclosure devices, 59 Disruptive innovations, 221 Diversification of interests, 157 Driver-bots, 196, 207–210, 218 Driver-partners, 196, 208, 210–213, 218 Driver responses to organizational boundaries, 202 Dynamic fields and markets, 14–17 new institutionalism, 15–17 systems theory, 15 EAS7, 274 eBay, 316 Economization, accounting and, 43–47 Effacement, 203 Emergent institutional fields, 321–322 Emilia Romagna, 289 Enron, 40 Entity(ies) assumption, 34 proprietary, 35, 36–37 pure, 35, 36 rule-abiding, 66 social, 35–37, 41, 44 Entrepreneurialization, 203 Environmental degradation, 50 Epsilon, 22 authority negotiations, 247–249 consistency, 244–246 surveillance, 246–247 transparency, 235–237 Equity method, 38 Equity ownership, 38, 39 Ethic of contribution, institutionalization of, 93–95 Europaeum, 275 European Association of Co-operative Banks (EACB), 262 European Collaborative Economy Industry, 129 European Commission General Data Protection Regulation, 319 1998 Data Protection Directive, 319 European Confederation of Upper Rhine Universities, 272 European Union (EU), 18, 129, 272, 319 European University Association, 266, 271, 272 Exponential growth, 157 Extant theory of platform organizing, 115 External legitimacy, 102 Extrusion, 203 Facebook, 308, 310, 319 Face-to-face interactions, 62, 120, 121 Federal Trade Commission (FTC), 318–319 Federation of the Universities of the Islamic World, 272 Fiction of control, 40 Field-level governance, 307 FIFA, 18, 19 Financial accounting, 32–34, 42–49 Financial health, 45 Finland disciplinary struggle in organizational field, 343–352 isomorphic pressures and restoration of doxa in university department, 348–352 medical system, reform of, 44 organizational field at national level in educational sciences, 344–348 Firefox, 320 Firm-level governance, 307 Fitbit, 309 Fluid forms of production, organizational boundaries in, 139–166 decided and undecided orders, interactions between, 159–161 intentionally designed organizational elements, 153–154, 155–157, 158 relevance and characteristics, 163–164 salience and formalization, 159 structuring dynamics, 164–165 trajectories of boundaries, 161–163, 164–165 unintended adjustments, 154–156, 157–158 Fluidity, 143 Fragmentation, 91 of identities, 157 Freemium services, 306 Free Software Foundation, 154 Frontstage/backstage theory, 57, 60–62, 74 Fuzzy boundaries, 164 Georgetown Law Center on Privacy and Technology, 324 Gett, 196 Global Council of Research-Intensive Universities, 276 Global Research Council, 281n8 Global research university, 276 Glocalization, 337 Goal attainment, 105n3 Goal displacement, 91 Goffman, Erving, 57, 60–62, 65–66, 70, 74–76 Google, 308, 310, 316, 319, 324 Ad Sense, 315 Governance gap, 308 Group accounting, 38–41 Group of Eight, 268, 274, 275 Group of Ten see U15 Group of Canadian Research Universities Guild of European Research-Intensive Universities, 275 Heritage assets, 37 Hetereodoxy, 345 Hierarchy, 152, 253–254 of roles, 155 hierarchical levels, proliferation of, 156 High reliability networks (HRNs), 291–292, 298, 300 High reliability organizations (HROs), 291, 292 Hire an Esquire, 221 HomeAway, 116 Homesharing, 120 Hoshin Kanri planning process, 94 HouseTrip, 116 Hybrid communities, 21 boundary-blurring nature of sharing economy, mirroring, 119–121 form of, 121–123 platform organization, resource dependence of, 124–128 in sharing economy, 118–123 strategic responses to dependency on, 128–130 Hypocrisy, 67 IBM, 99, 148, 156 Ideal speech situation, 94 Identity-based mobility, 157 IKEA, 286 Income statements, 50 Individualization, 180–181, 186–189 Inferred data, 309 Informality, 64–65 Information and communication technologies (ICTs), 61, 114, 116, 120, 124, 127, 128, 131 advances in, 13–14 Information flows, 123 Infusion of value, 83, 85 Innovation disruptive, 221 networks, 172, 289 open, 116, 172 user, 116 Institutional biographies, 11 Institutional complexity, 4, 11, 47–48 Institutional demands, 11 Institutional embodiment, 85 Institutional entrepreneur, 15–16 Institutional entrepreneurship, 11 Institutional heterogeneity, 4 Institutional history of the organizational field of data governance cognitive and individual approaches to personal data governance, 320–321 pre-regulatory approaches, 316–318 regulatory versus normative approaches to personal data governance, 318–320 Institutional isomorphism, organizational field and, 335–337 Institutionalization, 88–89 Institutional logics, 4, 12, 173, 174 Institutional work, 11 Instrumentally rational action, 88 Instrumental-rational action, 21 Instrumental-rationality, 98 Integration, 105n3 Intellectual property rights (IPRs), 351 Intentionally designed organizational elements, 153–154, 155–157, 158 Interaction theory, 75 Interactive process management, 95–96 Interactive value creation, 172 Interagency collaboration, 180, 181–186 Interinstitutional systems, 173 International Alliance of Research Universities, 275 International Association of Buddhist Universities, 268 International Association of Maritime Universities, 273 International Association of Universities (IAU), 264, 272 International Association of Universities and Colleges of Art, Design and Media, 273 International Federation of Catholic Universities, 273 International institutions, advent of, 271–274 International Network of Universities, 274 Interorganizational collaboration, 180 Interorganizational networks, 172 Interstitial institutional fields, 322 Inter-University Board, 280n6 Intraorganizational processes, 21–22 Intrinsic motivation, 122–123 Invasive transparency regimes, 17–18 new institutionalism, 17–18 systems theory, 17 Islamic Educational, Scientific and Cultural Organization (ISESCO), 272 Italian Rectors’ Conference, 266 Japanese RU11 League, 274 Jawbone UP, 309 Job centers, 171, 180, 181–184, 185, 188–190, 191n1 Job placement, 189 Kaiser Permanente, 94, 96, 102 Kalanick, Travis, 129–130, 211, 216 Kansansivistysoppi , 346, 348 Kaplan University, 222 King’s College London, 273 Knowledge management, 172 Knowledge work, 172 Latency, 105n3 Latin American Association of Universities of Public Relations Programmes, 273 Latin American Organization of Catholic Universities, 273 Leadership, charismatic, 94 League of the European Research Universities (LERU), 268, 275 Legitimate domination, 90 Lehman Brothers, collapse of, 40 LEX, 248, 249 Linux, 119, 121, 122 Liquid Feedback, 242 Lobbying core members, 155, 157 Loose coupling, 128 Luhmann, N. systems-theoretical legacy, 333, 336, 338–340, 342, 343, 345, 348, 352–355 Lyft, 121, 196 Manchester United, 19 Marketization, 187 Massive open online courses (MOOCs), 222 McCool, Rob, 148 Membership, 286–287 behavioral expectations and, 287 Meritocracy, 152, 153 Meta-entities, 34, 38–41 Meta-organizations, 18–19, 22–23, 39 extra-organizational boundaries affected by, 259–278 competition as ideological imperative, rise of, 274–276 cross-border interaction, intensification of, 271–274 international institutions, advent of, 271–274 national higher education fields, consolidation of, 269–271 twentieth-century university expansion, 269–271 as extra-organizational environment, 261–264 new institutionalism, 19 systems theory, 19 in university sector, 264–265 Micro-sociological theory, 76 Microsoft, 154 Atlas, 315 Mid-Staffordshire National Health Service Trust, 45–46 Mimetic isomorphism, 336 Mode 2 knowledge production, 332 Monitoring, 152 Motivation, intrinsic, 122–123 Multiple-field embeddedness, 277 Napster, 116, 316 National Association of German Cooperative Banks (BVR), 262, 263 National higher education fields, consolidation of, 269–271 Natural selection, 152, 153 Neoinstitutionalism, 332–333 Neo-institutionalist organizational theory, 172, 173–174 Neoinstitutionalists, 332–337, 343, 345, 350, 352–355 Network(s), 288 innovation, 172, 289 interorganizational, 172 organizational see Organizational networks project, 289–290 regional, 289 Networks Effective Aids for Individuals, 182 New institutionalism, 4, 6–8, 11–12, 15–16, 17–19 dynamic fields and markets, 15–17 information and communication technologies, 14 invasive transparency regimes, 17–18 meta-organizations, 19 New Public Management, 44, 179 Nextlaw Labs, 221 9Flat, 116 Normative isomorphism, 336 Not-entity, 51 Observation period, 200–201 Observed data, 309 Off-balance sheet, 51 On-demand economy, 195–223 app users, 204–207 coding and data analysis, 202 data collection and research question, 201–202 driver–bots, 207–210 driver–partners, 210–213 online ethnographic methods and observation period, 200–201 role conflicts and contradictions, 213–215, 216–217 theorizing, 203 work and worker, challenges to locating, 197–198 work as source of belonging, 198–199 work as source of identity, 199 work as source of substantial meaning, 198 On-demand workers, 22 Online behavioral advertising (OBA), 309 Online communities, 113–132 features of, 118–119 form of, 122 sources of, 119 Online ethnographic methods, 200–201 Open innovation, 116, 172 Open-source software (OSS), 140, 141–142, 147–158 Open systems’ perspective of activation policies, 170, 171, 179–181 limits of, 172–175 Operational autonomy, 9 Operational closure, 175–177 complexity in, 184–185 Operative boundaries, 57 Operative closure, 62–66, 74 Oral culture, 71, 72 Organic integration, 154 Organizational boundaries, 3–24 data-based business models, 308–310 driver responses to, 202 extra-organizational boundaries affected by meta-organizations, 259–278 in fields and networks, 172–175 in fluid forms of production, 139–166 and partiality, relationship between, 141 redesigning, 169–191 see also Boundaries Organizational decisions procedural, relational, and personnel structuring of, 177–179 Organizational fields, 4, 23–24, 307, 331–356 data governance as, 310–321 defined, 310–311 and institutional isomorphism, 335–337 at national level in educational sciences, 344–348 neoinstitutionalist notion of, 332–333 permeability, 337–338 silence of doxa, 338–342 system unfolding complexity of environment in discipline making, 353–356 Organizational identity, 143 Organizational imperfections, 66–68 Organizationally structured provision of services, 186–189 Organizational mission, 82 Organizational networks, 23 interorganizational networks, 172 space effect on boundaries within, 283–301 Organizational permeability, 337–338 Organizational politics, 97 Organizational practice, 290, 296–298 Organizational responses to demands for transparency, 69–71 Organizational slack, 67 Organizational vision, 82 Organization design for shared purpose, collaboration as, 81–106 affectual action, 89 challenges to scaling-up value-rationality, 90–92 ethic of contribution, institutionalization of, 93–95 future research, 102–104 impediments of, 85–87 instrumentally rational action, 88 interactive process management, 95–96 moderators and boundary conditions, 100–102 participative centralization, 96–98 traditionalistic action, 89 value-rationality, 90–92 Organizations, 63, 286 boundaries of see Organizational boundaries as closed and open systems, 5–8 physicalist/manufacturist conception of, 33 and operative closure, 62–66 technical versus institutional dimensions of, 85 partial, 280n2 see also individual entries Orthodoxy, 345 Ostwestfalen-Lippe University of Applied Sciences, 263 Oxford University, 263 Partial organizations, 141 and organizational boundaries, relationship between, 141, 146 Partial organizations, 280n2 Participative centralization, 96–98 Path generation, 165 Pedagogical College, Jyväskyla, 345 Peer reviewing, 152, 153 Performativity approaches to transparency, 58–60, 69 Permeability, 3–24, 45 problematics in accounting, 49 Personnel selection, 178 Physicalist/manufacturist conception of organization, 33 Pirate Party of Germany, 22, 72–73, 74, 229, 234–235 authority negotiations, 242–243 consistency, 238–240 surveillance, 240–242 transparency, 237–243 Placement barriers, 189 Platform economy, 116 Platform organization, 113–132 boundary-blurring nature of sharing economy, mirroring, 119–121 resource dependence view, strategic implications of, 123–130 in sharing economy, 115–118 See also Sharing economy Power, and data-based discrimination, 313–314 Premier League, 19 Presumption, 119 Principal-agent theory, 58 Privacy self-management, 320 Private–public partnerships, 46 Problem-driven boundary phenomenon, 308 Project Management Committees (PMCs), 152, 156, 158 Project networks, 289–290 Proprietary entity view of the accounting, 35, 36–37 PRX see UpBeat Public Employment Service (PES), 181–182 Public policy, 102 Purdue University, 222 Pure entity view of the accounting, 35, 36 Quality Function Deployment, 94 Quantified self movement, 315 Rational actorhood, 62 Rebound effect, 160 Rectors’ conference, 260, 280n1 Rectors’ Conference of Finnish Universities of Applied Sciences, 268 Reflexivity, 341–342 Regional networks, 289 Regional Universities Forum for Capacity Building in Agriculture, 273 Related parties, 33 Representative practice, 290, 294–295 Reputational risk, 72 Research-intensive university, 276 Research question, 201–202 Resource control concentration of, 127 discretion over, 126–127 Resource dependence theory, 20 contemporary relevance of, 123–124 platform organization on hybrid community, 124–128 strategic implications of, 123–130 Resource importance, 126 Reward distribution, 122–123 Ride-hailing, 222n, 3, 223–224n, 6 Ridesharing, 120 Risk(s), 68 management, 68 reputational, 72 Robotic communication, 206–207 Role conflicts and contradictions, 213–215, 216–217 Rule-abiding entities, 66 Russell Group, 19, 274, 275 Sanctioning, 152 Saxe, John Godfrey, 76n2 Scientific capital, 342 Secrecy–transparency nexus, 69, 74 Security signals, 320 Segmentation, 94 Self-referential closure, 184 Self-referential organizations, 4 Self-referential systems, 176, 177 Self-tranaparency, 58 Shared discourse about identity, establishing, 157 Shared purpose, collaboration as organization design for, 81–106 affectual action, 89 challenges to scaling-up value-rationality, 90–92 ethic of contribution, institutionalization of, 93–95 future research, 102–104 impediments of, 85–87 instrumentally rational action, 88 interactive process management, 95 moderators and boundary conditions, 100–102 participative centralization, 96–98 traditionalistic action, 89 value-rationality, 90–92 Sharing economy, 13, 21, 114 boundary-blurring nature of, mirroring, 119–121 hybrid communities in, 118–123 platform organization in, 115–118 Silence of doxa, 333, 338–342, 345 Silicon Valley, 289 Social entity view of the accounting, 35–37, 41, 44 Society, 63 Soft resistance, 315 Solidarity, 236 Solvency, 45 Source Forge, 154 Southern African Development Community (SADC), 272 Southern African Regional Universities Association, 272 Space effect, on boundaries within organizational networks, 283–301 organizational practice, 296–298 representative practice, 294–295 spatial practice, 295–296 Space representation, 290 Spatial practice, 289, 290, 295–296, 299 Specialization, 92, 185 Special purpose vehicles (SPVs), 40 Stakeholders, 47–48 Stanford model of technology transfer, 335–336 Stanford University, 335 Strategic action fields, 173 Strategic choice, 11 Structural coupling, 339 Structural differentiation, 186 Structuring dynamics, in fluid forms of production, 164–165 Subsidiarity, 236 Sun Microsystems, 156 Surveillance, 231–232 Epsilon, 246–247 forms of, 252–253 Pirate Party of Germany, 240–242 Swarm intelligence, 242 Swedish Academic Rectors’ Conference, 280n6 Swiss Rectors’ Conference, 269 Systems theory, 4, 6–11, 15, 17, 19–21, 57, 171 dynamic fields and markets, 16 information and communication technologies, 13–14 invasive transparency regimes, 17–18 meta-organizations, 19 System-theoretical legacy, 333 Task allocation, 122 characteristics, 101 division, 121–122 partitioning, 153 significance, 82 TaskRabbit, 121, 196 Territorialization, 45 Tertiary schooling, 337 Theorization of roles, 153–154 Theorizing, 203 Theory of the presentation of the self, 57 360-degree feedback, 99 TrackMeNot, 320 Traditionalistic action, 89 Traditionalistic status, 94 Transaction cost economics (TCE), 306, 321, 323 Transnational institutional fields, 322–323 Transparency, 20, 22 authentic, 69, 74 authority negotiations, 232, 242–243, 247–249, 253–254 boundaries of visibility in, 55–76 comparative case study, 237–238 consistency, 230–231, 238–240, 244–246, 250–252 Epsilon, 235–237, 244–249 invasive regimes, 17–18 measures, 70 organizational responses to demands for, 69–71 performativity approaches to, 58 perils of, 227–254 Pirate Party of Germany, 234–235, 237–243 research, 57–60 and secrecy, nexus between, 69, 74 self-tranaparency, 58 strategies of, 230–233 surveillance, 231–232, 240–242, 246–247, 252–253 verifiability approaches to, 57–58 T-shaped skills, 98–100 Twentieth-century university expansion, 269–271 Twitter, 308 Uber, 22, 117, 118, 121, 127, 196, 205–206, 208, 216–217, 223n, 6, 286, 310 UberEats, 208 UberPool, 209 UEFA, 19 U15 Group of Canadian Research Universities, 274–275 Unintended adjustments, 154–156, 157–158 Union of International Associations (UIA) Open Yearbook, 264 United Nations, 18 United Nations Educational Scientific and Cultural Organization (UNESCO), 265, 272 Universities Austria, 280n6 Universities Bureau of the British Empire, 271 Universities Canada, 269 Universities UK, 269 University associations competition as ideological imperative, rise of, 274–276 cross-border interaction, intensification of, 271–274 extra-organizational boundaries affected by, 259–279 international institutions, advent of, 271–274 national higher education fields, consolidation of, 269–271 twentieth-century university expansion, 269–271 types of, 267 University of Jyväskyla, 345 University of Tampere, 345 UpBeat, 221 UpCounsel, 221 User innovation, 116 Value for money, 72 Value-rationality, 21, 83–84, 89–90, 93, 105n2 challenges to scaling-up, 90–92 principles and techniques for scaling-up, 101 Verifiability approaches to transparency, 57–58, 69 Visibility in transparency, boundaries of, 55–76 examples, 71–73 frontstage/backstage theory, 60–62 operative closure, 62–66 organizational imperfections, 66–68 organizational responses to demands for transparency, 69–71 performativity approaches, 58–60 verifiability approaches, 57–58 Volksbildungslehre , 348 Wikipedia, 116, 121 Wimdu, 116 Wissenschaft , 339 Work as app users, 206–207 challenges to locating, 197–198 as driver–bots, 207–210 as driver–partners, 211–213 role conflicts and contradictions, 213–215, 216–217 as source of belonging, 198–199 as source of identity, 199 as source of substantial meaning, 198 Worker, challenges to locating, 197–198 World-class university, 276 World cultural approach, 336–337 Yahoo, 316 Right Media, 315 Young European Research Universities, 275 Book Chapters Prelims Introduction Toward Permeable Boundaries of Organizations? Section 1 Conceptualizing Organizational Boundaries Accounting, Boundary-making, and Organizational Permeability Boundaries of Visibility in the Age of Transparency: An Integrative Conceptualization Collaboration as an Organization Design for Shared Purpose Platform Organizing in the New Digital Economy: Revisiting Online Communities and Strategic Responses Section 2 Boundaries and Organizational Dynamics Organizational Boundaries in Fluid Forms of Production: The Case of Apache Open-source Software Redesigning Organizational Boundaries and Internal Structures: A Sociological Interpretation of Activation Policies Working for an App: Organizational Boundaries, Roles, and Meaning of Work in the “On-demand” Economy The Perils of Organizational Transparency: Consistency, Surveillance, and Authority Negotiations Section 3 Extending Boundaries: Meta-Organization and Organizational Networks How Do Meta-organizations Affect Extra-organizational Boundaries? The Case of University Associations The Effect of Space on Boundaries within Organizational Networks Section 4 Boundaries and Organizational Fields Big Data, Bigger Questions: Data-based Business Models and Their Implications for Organizational Boundaries, Data Governance, and Society Discipline-making and Organizational Permeability of the University: Discussing the Notion of Organizational Field Index
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