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The sociology of disruption, disaster and social change : punctuated cooperation / / Hendrik Vollmer [[electronic resource]]
| The sociology of disruption, disaster and social change : punctuated cooperation / / Hendrik Vollmer [[electronic resource]] |
| Autore | Vollmer Hendrik <1972-> |
| Pubbl/distr/stampa | Cambridge : , : Cambridge University Press, , 2013 |
| Descrizione fisica | 1 online resource (xi, 276 pages) : digital, PDF file(s) |
| Disciplina | 303.4 |
| Soggetto topico |
Social change
Disasters - Social aspects |
| ISBN |
1-107-35794-2
1-107-23798-X 1-107-34207-4 1-107-34928-1 1-107-34832-3 1-139-42462-9 1-107-34582-0 1-299-40342-5 1-107-34457-3 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Figures and tables; Figures; Tables; Preface and acknowledgments; 1 Confronting disruptions: the nexus of social situations; 1.1 Events and experts; 1.2 Social scientists facing disruptions; 1.3 Crises and catastrophes; 1.4 Punctuated equilibrium; 1.5 Rules and exceptions; 1.6 Tracing trauma; 1.7 The nexus of social situations; 1.8 Framing disruptions; 1.9 Conclusion; 2 Framing situations, responding to disruptions; 2.1 The framing concept; 2.2 Participants; 2.3 Disruptions; 2.4 Responses; 2.5 Keys; Signs; Symbols; Resources; 2.6 Practical sense and punctuated cooperation
2.7 Framing, strategies and fields2.8 Conclusion; 3 The social order of punctuated cooperation; 3.1 Containing participants; 3.2 Involvement in punctuated cooperation; Engrossment; Rekeying; Practical sense and private deliberations; Emergent context; Transcendence; 3.3 Endogeneity and selectivity; 3.4 Normalizing disruptions; 3.5 Towards change in strategies and fields; 3.6 Conclusion; 4 Organizational stress, failure and succession; 4.1 Formally organized cooperation; Formal expectations; Keys; Upkeying and downkeying; 4.2 Upkeying and downkeying organizational stress Organizational stress and emergent orderThreat-rigidity effects; Rekeying punctuated cooperation; 4.3 'Nothing succeeds like succession'; Socializing newcomers; Enter: the successor; Elementary contingencies; Keys and coalitions; The struggle for social capital; 4.4 Framing organizational failure; 4.5 The high-reliability challenge; 4.6 Conspicuous associations; 4.7 Implications for organizational theory; 4.8 Conclusion; 5 Violence and warfare; 5.1 Violent engagements; 5.2 The cohesion and disintegration of military units; 5.3 Hitler's army; 5.4 The multiple normalizations of warfare 5.5 Redistribution, domination and contentionTotalizing warfare; Resistance and revolution; Contingent dynamics of centralization; 5.6 Associating and stratifying across situations; 5.7 Conclusion; 6 Elaborating the theory; 6.1 Tracing disruptiveness; 6.2 Theorizing change in strategies; 6.3 Successful strategies; 6.4 Punctuated equilibrium and the successes of succession; 6.5 Assembling empirical records; 6.6 Framing the relational; 6.7 Conclusion; References; Index |
| Altri titoli varianti | The Sociology of Disruption, Disaster & Social Change |
| Record Nr. | UNINA-9910452386403321 |
Vollmer Hendrik <1972->
|
||
| Cambridge : , : Cambridge University Press, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The sociology of disruption, disaster and social change : punctuated cooperation / / Hendrik Vollmer [[electronic resource]]
| The sociology of disruption, disaster and social change : punctuated cooperation / / Hendrik Vollmer [[electronic resource]] |
| Autore | Vollmer Hendrik <1972-> |
| Pubbl/distr/stampa | Cambridge : , : Cambridge University Press, , 2013 |
| Descrizione fisica | 1 online resource (xi, 276 pages) : digital, PDF file(s) |
| Disciplina | 303.4 |
| Soggetto topico |
Social change
Disasters - Social aspects |
| ISBN |
1-107-35794-2
1-107-23798-X 1-107-34207-4 1-107-34928-1 1-107-34832-3 1-139-42462-9 1-107-34582-0 1-299-40342-5 1-107-34457-3 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Figures and tables; Figures; Tables; Preface and acknowledgments; 1 Confronting disruptions: the nexus of social situations; 1.1 Events and experts; 1.2 Social scientists facing disruptions; 1.3 Crises and catastrophes; 1.4 Punctuated equilibrium; 1.5 Rules and exceptions; 1.6 Tracing trauma; 1.7 The nexus of social situations; 1.8 Framing disruptions; 1.9 Conclusion; 2 Framing situations, responding to disruptions; 2.1 The framing concept; 2.2 Participants; 2.3 Disruptions; 2.4 Responses; 2.5 Keys; Signs; Symbols; Resources; 2.6 Practical sense and punctuated cooperation
2.7 Framing, strategies and fields2.8 Conclusion; 3 The social order of punctuated cooperation; 3.1 Containing participants; 3.2 Involvement in punctuated cooperation; Engrossment; Rekeying; Practical sense and private deliberations; Emergent context; Transcendence; 3.3 Endogeneity and selectivity; 3.4 Normalizing disruptions; 3.5 Towards change in strategies and fields; 3.6 Conclusion; 4 Organizational stress, failure and succession; 4.1 Formally organized cooperation; Formal expectations; Keys; Upkeying and downkeying; 4.2 Upkeying and downkeying organizational stress Organizational stress and emergent orderThreat-rigidity effects; Rekeying punctuated cooperation; 4.3 'Nothing succeeds like succession'; Socializing newcomers; Enter: the successor; Elementary contingencies; Keys and coalitions; The struggle for social capital; 4.4 Framing organizational failure; 4.5 The high-reliability challenge; 4.6 Conspicuous associations; 4.7 Implications for organizational theory; 4.8 Conclusion; 5 Violence and warfare; 5.1 Violent engagements; 5.2 The cohesion and disintegration of military units; 5.3 Hitler's army; 5.4 The multiple normalizations of warfare 5.5 Redistribution, domination and contentionTotalizing warfare; Resistance and revolution; Contingent dynamics of centralization; 5.6 Associating and stratifying across situations; 5.7 Conclusion; 6 Elaborating the theory; 6.1 Tracing disruptiveness; 6.2 Theorizing change in strategies; 6.3 Successful strategies; 6.4 Punctuated equilibrium and the successes of succession; 6.5 Assembling empirical records; 6.6 Framing the relational; 6.7 Conclusion; References; Index |
| Altri titoli varianti | The Sociology of Disruption, Disaster & Social Change |
| Record Nr. | UNINA-9910779412103321 |
|
Vollmer Hendrik <1972->
|
||
| Cambridge : , : Cambridge University Press, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The sociology of disruption, disaster and social change : punctuated cooperation / / Hendrik Vollmer [[electronic resource]]
| The sociology of disruption, disaster and social change : punctuated cooperation / / Hendrik Vollmer [[electronic resource]] |
| Autore | Vollmer Hendrik <1972-> |
| Pubbl/distr/stampa | Cambridge : , : Cambridge University Press, , 2013 |
| Descrizione fisica | 1 online resource (xi, 276 pages) : digital, PDF file(s) |
| Disciplina | 303.4 |
| Soggetto topico |
Social change
Disasters - Social aspects |
| ISBN |
1-107-35794-2
1-107-23798-X 1-107-34207-4 1-107-34928-1 1-107-34832-3 1-139-42462-9 1-107-34582-0 1-299-40342-5 1-107-34457-3 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Figures and tables; Figures; Tables; Preface and acknowledgments; 1 Confronting disruptions: the nexus of social situations; 1.1 Events and experts; 1.2 Social scientists facing disruptions; 1.3 Crises and catastrophes; 1.4 Punctuated equilibrium; 1.5 Rules and exceptions; 1.6 Tracing trauma; 1.7 The nexus of social situations; 1.8 Framing disruptions; 1.9 Conclusion; 2 Framing situations, responding to disruptions; 2.1 The framing concept; 2.2 Participants; 2.3 Disruptions; 2.4 Responses; 2.5 Keys; Signs; Symbols; Resources; 2.6 Practical sense and punctuated cooperation
2.7 Framing, strategies and fields2.8 Conclusion; 3 The social order of punctuated cooperation; 3.1 Containing participants; 3.2 Involvement in punctuated cooperation; Engrossment; Rekeying; Practical sense and private deliberations; Emergent context; Transcendence; 3.3 Endogeneity and selectivity; 3.4 Normalizing disruptions; 3.5 Towards change in strategies and fields; 3.6 Conclusion; 4 Organizational stress, failure and succession; 4.1 Formally organized cooperation; Formal expectations; Keys; Upkeying and downkeying; 4.2 Upkeying and downkeying organizational stress Organizational stress and emergent orderThreat-rigidity effects; Rekeying punctuated cooperation; 4.3 'Nothing succeeds like succession'; Socializing newcomers; Enter: the successor; Elementary contingencies; Keys and coalitions; The struggle for social capital; 4.4 Framing organizational failure; 4.5 The high-reliability challenge; 4.6 Conspicuous associations; 4.7 Implications for organizational theory; 4.8 Conclusion; 5 Violence and warfare; 5.1 Violent engagements; 5.2 The cohesion and disintegration of military units; 5.3 Hitler's army; 5.4 The multiple normalizations of warfare 5.5 Redistribution, domination and contentionTotalizing warfare; Resistance and revolution; Contingent dynamics of centralization; 5.6 Associating and stratifying across situations; 5.7 Conclusion; 6 Elaborating the theory; 6.1 Tracing disruptiveness; 6.2 Theorizing change in strategies; 6.3 Successful strategies; 6.4 Punctuated equilibrium and the successes of succession; 6.5 Assembling empirical records; 6.6 Framing the relational; 6.7 Conclusion; References; Index |
| Altri titoli varianti | The Sociology of Disruption, Disaster & Social Change |
| Record Nr. | UNINA-9910813125803321 |
|
Vollmer Hendrik <1972->
|
||
| Cambridge : , : Cambridge University Press, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||