Neil Fligstein citations (40 citations)

Neil Fligstein: 40 citations0 J'aime

Neil Fligstein: Citations en anglais

“A conception of control is simultaneously a worldview that allows actors to interpret the actions of others and a reflection of how the market is structured.”

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Neil Fligstein

Source: Markets as politics: A political-cultural approach to market institutions, 1996, p. 658
Contexte: Conceptions of control refer to understandings that structure perceptions of how a market works and that allow actors to interpret their world and act to control situations. A conception of control is simultaneously a worldview that allows actors to interpret the actions of others and a reflection of how the market is structured. Conceptions of control reflect market-specific agreements between actors in firms on principles of internal organization (i. e., forms of hierarchy), tactics for competition or cooperation, and the hierarchy or status ordering of firms in a given market. The state must ratify, help to create, or at the very least, not oppose a conception of control.

“The marketing director in each department reported directly to the department head and controlled market research and sales. More important, the marketing manager was also responsible for new product development, requesting production schedules, and controlling finished goods inventory.”

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Neil Fligstein

Source: The transformation of corporate control, 1993, p. 234

“The experiences of the war changed both Baruch’s and Wilson’s attitude toward the large firm. Following the war their anti-firm rhetoric was replaced with praise for the large firm’s patriotism and contribution to progress.”

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Neil Fligstein

Source: The transformation of corporate control, 1993, p. 112

“The Celler-Kefauver Amendment to Section 7 of the Clayton Act has now been made effective by judicial ratification. The Supreme Court has said that the Act means exactly what it says… It prohibits acquisitions, either stock or assets, where competition in any line of commerce in any section of the country may be substantially lessened.”

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Neil Fligstein

Source: The transformation of corporate control, 1993, p. 177

“State building can be viewed as the historical process by which groups outside of the state are able to get domains organized by the state to make rules for some set of societal fields. These rules reflect the interests of the most powerful groups in various fields. Politically oriented social movements are, by definition, outside of some established field of a given state. They are oriented toward either creating a new domain where they will have power, or taking over and transforming an existing domain or even the entire state. At any given moment, there are political projects in the fields that make up states (i. e., “normal politics”) and social movements oriented toward altering incumbents’ ability to set rules.”

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Neil Fligstein

Source: The architecture of markets, 2001, p. 16

“their actors choose a course of action depending on what their competitors do.”

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Neil Fligstein

Source: The transformation of corporate control, 1993, p. 33

“Organizational theory is one of the most vibrant areas in sociological research. Scholars from many subfields, (medical sociology, political sociology, social movements, education) have felt compelled to study organizational theory because of the obviously important role that complex organizations play in their empirical research. But scholars who do not do organizational theory are often struck at how arcane the debates are within organizational theory. They also think most of organizational theory is about firms and thus, the theory does not seem to have much application to other kinds of social arenas.”

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Neil Fligstein

Source: Organizations: Theoretical Debates and the Scope of Organizational Theory, 2001, p. 1

“The key insight of the approach is to consider that social action takes place in arenas, what may be called fields, domains, sectors, or organized social spaces… Fields contain collective actors who try to produce a system of domination in that space. To do so requires the production of a local culture that defines local social relations between actors.”

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Neil Fligstein

Source: The architecture of markets, 2001, p. 15

“The social structures of markets and the internal organisation of firms are best viewed as attempts to mitigate the effects of competition with other firms.”

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Neil Fligstein

Source: Markets as politics: A political-cultural approach to market institutions, 1996, p. 657

“All large organizations have an internal power struggle over the goals and resources of the organization…. In the largest firms, there are two bases of control : formal ownership and authority. Those who own the firm control by virtue of ownership. Authority relations embedded in the organizational structure legitimate how managers can control organizations.”

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Neil Fligstein

Source: The transformation of corporate control, 1993, p. 10 ; As cited in: François L'Italien, BÉHÉMOTH CAPITAL. Contribution à une théorie dialectique de la financiarisation de la grande corporation. Université Laval, 2012. p. 147 (Many of the following quotes came from this source)

“The farther afield mergers were, the less likely antitrust authorities were to intervene. Growth through mergers required that finance-oriented managers choose their targets carefully. They sought profitable and growing industries where their capital would earn higher rates of return and avoided mergers where the threat of antitrust prosecution might exist.”

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Neil Fligstein

Source: The transformation of corporate control, 1993, p. 240

“Organizational and not financial or ownership embeddedness is likely to be a more important cause of actions of firms than anything else in the case of United States. This means efforts should concentrate on specifying models of relations between firms that focus on intra- and interorganizational processes, such as the construction of strategic action and the cultural frames by which such a construction makes sense.”

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Neil Fligstein

Source: The architecture of markets, 2001, p. 145

“The finance conception of the modern corporation, which currently dominates, emphasizes control through the use of financial tools which measure performance according to profit rates. Product lines are evaluated on their short-run profitability and important management decisions are based on the potential profitability of each line. Firms are viewed as collections of assets earning differing rates of return, not as producers of given goods. The firm is not seen as being a member of only one industry. Consequently if the prospect of an industry in which it participates declines, the firm disinvests. The problem for management from this perspective is to maximize short-run rates of return by altering product mix, thereby increasing shareholder equity and keeping the stock price high”

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Neil Fligstein

Source: The transformation of corporate control, 1993, p. 15