Organization and society
,Turco, C. (2012). Difficult decoupling: Employee resistance to the commercialization of personal
settings
● Decoupling= the gap between formal policy and what is happening in the organisation.
● Public opposition is the key obstacle to successful commercialization, this can be overcome:
‘’resistance can be neutralised and a project legitimised when commercialises frame their
work in a traditional, nonmarket discourse, effectively cloaking their commercial objectives in
more euphemistic terms that the public will accept’’ (Turco, 2012).
● ‘’Toughest challenge is often winning public favour, but only this is not enough for success.
Public acceptance is necessary but not sufficient for successful commercialization;
commercializers must also convert their public demand into profitable demand. For this to
happen the employees of the company also need to accept the company’s values’’ (Turco,
2012).
● ‘’Two general conditions under which employees may refuse to perform practises decoupled
from that framing because doing so directly undermines their professional interests and
identities. 1. When commercialises recruit employees whose professional projects align with
the euphemistic discourse, these employees may refuse to perform practises decoupled
from that framing because doing so directly undermines their professional interests and
identities. 2. When the organization’s external, euphemistic discourse becomes a tool for
coordination among employees, it can expand into a key feature of the organization’s
internal employee culture; as such it may mark decoupled practises as illegitimate and serve
as a vocabulary of motive for justifying resistance’’ (Turco, 2012).
Opdracht
Decoupling: the gap between formal policy and what is happening in the organization.
Why does decoupling happen, because the organization wants public acceptance (legitimization).
What happens in the organization is not acceptable.
Organizations externally communicate that they are following society rules by pretending to the
public that they are following the rules (symbolic compliance and ceremonial they just perform it and
don’t act on it.).
Why does decoupling happen?
- Organizations want to stand out so they acts ‘different’
- Because organizations have their own regulations (core activities)
Sometimes organizations have to act as if they are good, because otherwise they might get out of
business.
Organizations that participate in decoupling can be regulated by the law but also by society.
Decoupling in Turco’s paper;
The company’s main goal is profit but they are selling something that you can’t really commercialise.
So, they try and sell products and services that are supposedly there to help mothers but it’s just to
make profit. They pretend to be a helping company, enfaces on helping. The organization aligned
with the identity of the mothers to help sell their lie. They hired professionals who thought the goal
of the company was to help mothers.
The company wanted to make even more profit, so they started to persuade their employees who
gave workshops etc. to commercialise their products in the store. So, resistance came from the
employees because their professional identity was not being met. The employees didn’t want to
exploit the mothers because this crashed with their identity. The resistance spread across the whole
company because, the longer the company maintained the discourse it became a culture of the
, company. The employees really believed their goal was to help mothers. It was very difficult for the
company to make the employees change their mind set (institutionalisation).
Imprinting in Turco’s paper:
Employees came into the company and socialised, and they imprinted the company’s fake goal,
helping mothers (individuals).
The professionals that came to work, had experience in non-profit organizations and imprinted their
work identity.
The organization set up a fake goal, but it became real for the company (organizational) imprinting.
The founding of the organization, the image became part of the organization.
,Turco, C. (2012). Difficult decoupling: Employee resistance to the commercialization of personal
settings
● Decoupling= the gap between formal policy and what is happening in the organisation.
● Public opposition is the key obstacle to successful commercialization, this can be overcome:
‘’resistance can be neutralised and a project legitimised when commercialises frame their
work in a traditional, nonmarket discourse, effectively cloaking their commercial objectives in
more euphemistic terms that the public will accept’’ (Turco, 2012).
● ‘’Toughest challenge is often winning public favour, but only this is not enough for success.
Public acceptance is necessary but not sufficient for successful commercialization;
commercializers must also convert their public demand into profitable demand. For this to
happen the employees of the company also need to accept the company’s values’’ (Turco,
2012).
● ‘’Two general conditions under which employees may refuse to perform practises decoupled
from that framing because doing so directly undermines their professional interests and
identities. 1. When commercialises recruit employees whose professional projects align with
the euphemistic discourse, these employees may refuse to perform practises decoupled
from that framing because doing so directly undermines their professional interests and
identities. 2. When the organization’s external, euphemistic discourse becomes a tool for
coordination among employees, it can expand into a key feature of the organization’s
internal employee culture; as such it may mark decoupled practises as illegitimate and serve
as a vocabulary of motive for justifying resistance’’ (Turco, 2012).
Opdracht
Decoupling: the gap between formal policy and what is happening in the organization.
Why does decoupling happen, because the organization wants public acceptance (legitimization).
What happens in the organization is not acceptable.
Organizations externally communicate that they are following society rules by pretending to the
public that they are following the rules (symbolic compliance and ceremonial they just perform it and
don’t act on it.).
Why does decoupling happen?
- Organizations want to stand out so they acts ‘different’
- Because organizations have their own regulations (core activities)
Sometimes organizations have to act as if they are good, because otherwise they might get out of
business.
Organizations that participate in decoupling can be regulated by the law but also by society.
Decoupling in Turco’s paper;
The company’s main goal is profit but they are selling something that you can’t really commercialise.
So, they try and sell products and services that are supposedly there to help mothers but it’s just to
make profit. They pretend to be a helping company, enfaces on helping. The organization aligned
with the identity of the mothers to help sell their lie. They hired professionals who thought the goal
of the company was to help mothers.
The company wanted to make even more profit, so they started to persuade their employees who
gave workshops etc. to commercialise their products in the store. So, resistance came from the
employees because their professional identity was not being met. The employees didn’t want to
exploit the mothers because this crashed with their identity. The resistance spread across the whole
company because, the longer the company maintained the discourse it became a culture of the
, company. The employees really believed their goal was to help mothers. It was very difficult for the
company to make the employees change their mind set (institutionalisation).
Imprinting in Turco’s paper:
Employees came into the company and socialised, and they imprinted the company’s fake goal,
helping mothers (individuals).
The professionals that came to work, had experience in non-profit organizations and imprinted their
work identity.
The organization set up a fake goal, but it became real for the company (organizational) imprinting.
The founding of the organization, the image became part of the organization.
