ISBN:
9781107032149
Language:
English
Pages:
Online-Ressource (290 p)
Edition:
Online-Ausg. 2013 Electronic reproduction; Available via World Wide Web
Parallel Title:
Print version The Sociology of Disruption, Disaster and Social Change
DDC:
303.4
Keywords:
Disasters ; Social aspects
;
Social change
;
Electronic books
;
Electronic books
Abstract:
Hendrik Vollmer explores how disruption triggers social change, refocusing members of a collective on matters of membership, status and coalition
Description / Table of Contents:
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
Description / Table of Contents:
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
Description / Table of Contents:
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
Description / Table of Contents:
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
Description / Table of Contents:
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 ...
Note:
Description based upon print version of record
,
Electronic reproduction; Available via World Wide Web
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