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The role of behavioral formality and informality in the enactment of bureaucratic versus organic organizations

Article Abstract:

Modes of social activity in organizations are frequently described using the terms 'formal' and 'informal.' Behavioral and situational informality, in the sense of this article, entails "loose," spontaneous, more casual social intercourse and comportment. Formality, in contrast, designates "tighter," more deliberate, impersonal modes of conduct, as well as settings that occasion such conduct. This article outlines a number of specific behavioral and contextual codes of formality and informality and further explores how these categories of social activity may be related to organizational effectiveness. Specifically, the article explores how behavioral informality may be instrumental in the social construction of innovative, organic work organizations and how formality is implicated in the social construction of bureaucratic, impersonal work organizations. (Reprinted by permission of the publisher.)

Organizational behavior, Social interaction

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Communicating influence attempts in dyads: linguistic sedatives and palliatives

Article Abstract:

Influence and attempts to influence between two people are affected by language, which can be used to sedate or to palliate the target of the influence. Examples of linguistic forms that sedate and palliate are discussed. Sedative language may either be semantically indirect (in which the influencer may appear to be an observer) or be part of a cognitive script (in which influence may be achieved without the influenced person's realizing it). The influencer often uses palliative language to make up for a lack of rational argument, in order to achieve compliance from others.

Communication, Communications, Persuasion (Psychology), Influence (Psychology), Persuasion (Rhetoric)

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Absorptive capacity: Valuing a reconceptualization

Article Abstract:

The drawbacks in the model and components Zahra and George used to explain knowledge absorption capacity in organizations as well as the reintroduction of the construct of recognizing the value in the new model is presented.

United States, Management dynamics, Management, Company business management, Organizational structure

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