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<meta content="This paper argues the legacy of instrumental rationality has had a profoundly impoverishing effect on rational accounts of organisation, and that even though non-rational accounts move beyond instrumental rationality, they remain tied to economist assumptions. The paper outlines the broader Weber/Habermas (1984) model of rationality, and demonstrates its application. Drawing on verbatim quotes from a sampling of the thirty-five (35) in-depth interviews, we reveal the range of very different rationalities expressed in the social relations of work, of four very specific types of organisation: a bureaucracy, an entrepreneurial unit, a producer co-operative and a worker co-operative. We outline two ideal sets of findings, ideal in the sense that in two of the organisations the rationalities, social relations of work and associated outcomes fit well with the Weber/Habermas (1984) model of instrumental strategic action and social strategic action. This study shows the potential for broader rationality as it plays out in the workplace. The notion of workplaces that free workers to contribute in socially strategic ways points to new approaches to management and organisation. It offers practical insights into social relations built on co-operation, moral judgement and communication. The power of the idea of broader rationality is that being more rational, i.e. attending to more than a narrow impoverished view provides the prospect of action advancing the social and the economic in a profound way. Only where management place a priority on social strategic action is it possible to rescind the impoverishing effects of economic rationalism." name="eprints.abstract" />
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<meta content="Alvesson, M. (1984) “Questioning Rationality and Ideology. On Critical Organisation Theory”, International Studies of Management and Organisation, Vol 14 No 1. pp. 61-79.

Barnard, C.I. (1938), The Functions of the The Executive, Cambridge, Mass, Harvard University Press. 

Braithwaite, J. (1993), “Responsive Business Regulatory Institutions”, in Coady, C. and Sampford, C. (Eds.), Business Ethics and the Law, Federation Press, Sydney, Australia, pp. 83-92.

Carroll, A. (1999) “Corporate social responsibility”, Business and Society, Vol 38 No 3, pp. 268-295.   

Daily, C., Dalton, D. and Cannella, D. (2003) “Corporate governance: decades of dialogue and data”, The Academy of Management Review, Vol 28 No 3, pp.371-382. 

Dalton, M. (1959), Men Who Manage, New York, John Wiley.

Driscoll, D., Hoffman, W. and Murphy, J. (2002) “Business ethics and compliance. What management is doing and why”, Business and Society Review, Vol 107 No 3, pp.35-51.

du Gay, P. (2000), In Praise of Bureaucracy: Weber, Organisation, Ethics,  London, Sage.  

du Gay, P. and Pryke, M. (2002), Cultural Economy: Cultural Analysis and Commercial Life, London, Thousand Oaks, California, Sage. 

Eisenhardt, K. (1989). “Agency theory: An assessment and review”, Academy of Management Review, Vo 14, pp. 57-74.  

Fama, E. (1980). “Agency problems and the theory of the firm”, Journal of Political Economy, Vol 88 No2, 288-307.

Fayol, H. (1949), General and Industrial Management, London, Pitman.  

Freeman, R. (1999). “Stakeholder theory and the modern corporation”, in Donaldson, T. and Werhane, P. (Eds.), Ethical Issues in Business. A Philosophical Approach, Prentice Hall Inc, New Jersey, USA. 

Habermas, J. (1979), Communication and the Evolution of Society. Translated by Thomas McCarthy. Heinemann, London. 

Habermas, J. (1984), The Theory of Communicative Action: Reason and the Rationalisation of Society, London, Heinemann, Vol, 1.   

Hochschild, A.R. (1983). The Managed Heart, Berkeley: University of California Press. 
Kafkoulas, Kiki. (2000), “Towards a radical cultural agenda for European Cities and Regions”, Seventh Seminar of the Agean, Paros, 1999, European Urban and Regional Studies, Vol 7 No 4, pp.371-374. Available http:eur.sagepub.com

Katz, D. and Kahn, R. (1966), The Social Psychology of Organizations, New York, Wiley. 

Katz, D., Macoby, N., and Morse, N. (1950), Productivity, Supervision and Morale Among Railroad Workers, Ann Arbor, Institute for Social Research, University of Michigan. 

Kunda, G. (1991), “Ritual and the management of corporate culture: A critical perspective”. Paper presented at the 8th International Standing Conference on Organisational Symbolism, Copenhagen, June. 

Lawrence, P. R. and Lorsch, J.W. (1967), Organization and Environment: Managing Differentiation and Integration, Boston, Graduate School Of Business Administration, Harvard University. 

March, J. G. and Simon, H.A. (1958), Organizations, New York, Wiley. 

Mayo, E. (1939), Management and the Worker, Cambridge, Mass, Harvard University Press. 

Parker, C. (1999a). “Compliance professionalism and regulatory community. The Australian trade practices regime”, Journal of Law and Society, Vol 26 No 2, pp. 215-239.

Parker, C. (1999b). “Evaluating regulatory compliance. Best practice and standards”, Trade Practices Law Journal, Vol 7 No. 2, pp. 62-73. 

Rose, N. (1988). “Calculable minds and manageable individuals”, History of Human Sciences, Vol 1 No 2, pp. 179-200.

Rose, N. (1990). Governing the Soul: The shaping of the private self. London: Routledge.

Rosen, M. (1985). “Breakfast at Spiro’s: Dramaturgy and dominance”, Journal of Management, Vol 11 No 2, pp. 31-48.   

Sayer, D. (1987). The Violence of Abstraction: The Analytical Foundations of Historical Materialism, Basil Blackwell, Oxford. 

Schwartz, H. (1987). “On the psychodynamics of organisational totalitarianism”, Journal of Management, Vol 13 No 1, pp. 45-54. 


Simon, H. A. (1945), Administrative Behaviour, New York, MacMillan. 

Strauss, G., and Sayles, L. (1966), Human Behaviour in Organisations, Englewood Cliffs, N.J., Prentice Hall. 

Taylor, R. (1911), The Principles of Scientific Management, New York, Harper. 

Weber, Max. (1922-3), “The Social Psychology of the World Religions”, in Gerth, H.H. &amp; Mills, C. W. 1970 (Eds.), ‘Introduction’, From Max Weber: Essays in Sociology, London, Routledge &amp; Kegan Paul Ltd.

Weber, Max. (1947), The Theory of Social and Economic Organization, Translated by Henderson, A.M. and Parsons, T, Introduction by Talcott Parsons (ed.), New York, The Free Press. 

Weick, K.E. 1969, The Social Psychology of Organising, Reading, Mass: Addison-Wesley Publications Co.

Willmott, H. (1993). “Breaking the paradigm mentality”, Organisation Studies, Vol 14 No 5, pp 681-719. 
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    <h1 class="ep_tm_pagetitle">Broader Rationalities and Alternative Froms of Organisation:Sociological insights into social strategic action</h1>
    <p style="margin-bottom: 1em" class="not_ep_block"><span class="person_name">Faifua, Denise</span> and <span class="person_name">Harding, Sandra</span> (2006) <xhtml:em>Broader Rationalities and Alternative Froms of Organisation:Sociological insights into social strategic action.</xhtml:em> International Journal of Sociology and Social Policy . ISSN 0144-333X (In Press)</p><p style="margin-bottom: 1em" class="not_ep_block"></p><table style="margin-bottom: 1em" class="not_ep_block"><tr><td valign="top" style="text-align:center"><a onmouseover="EPJS_ShowPreview( event, 'doc_preview_845' );" href="http://eprints.utas.edu.au/842/1/BroaderRationalities_Faifua%26Harding.pdf" onmouseout="EPJS_HidePreview( event, 'doc_preview_845' );"><img alt="[img]" src="http://eprints.utas.edu.au/style/images/fileicons/application_pdf.png" class="ep_doc_icon" border="0" /></a><div class="ep_preview" id="doc_preview_845"><table><tr><td><img alt="" src="http://eprints.utas.edu.au/842/thumbnails/1/preview.png" class="ep_preview_image" border="0" /><div class="ep_preview_title">Preview</div></td></tr></table></div></td><td valign="top"><a href="http://eprints.utas.edu.au/842/1/BroaderRationalities_Faifua%26Harding.pdf"><span class="ep_document_citation">PDF (Author Version)</span></a> - Requires a PDF viewer<br />50Kb</td></tr></table><p style="margin-bottom: 1em" class="not_ep_block">Official URL: <a href="http://www.emeraldinsight.com/info/journals/ijssp/ijssp.jsp">http://www.emeraldinsight.com/info/journals/ijssp/ijssp.jsp</a></p><div class="not_ep_block"><h2>Abstract</h2><p style="padding-bottom: 16px; text-align: left; margin: 1em auto 0em auto">This paper argues the legacy of instrumental rationality has had a profoundly impoverishing effect on rational accounts of organisation, and that even though non-rational accounts move beyond instrumental rationality, they remain tied to economist assumptions. The paper outlines the broader Weber/Habermas (1984) model of rationality, and demonstrates its application. Drawing on verbatim quotes from a sampling of the thirty-five (35) in-depth interviews, we reveal the range of very different rationalities expressed in the social relations of work, of four very specific types of organisation: a bureaucracy, an entrepreneurial unit, a producer co-operative and a worker co-operative. We outline two ideal sets of findings, ideal in the sense that in two of the organisations the rationalities, social relations of work and associated outcomes fit well with the Weber/Habermas (1984) model of instrumental strategic action and social strategic action. This study shows the potential for broader rationality as it plays out in the workplace. The notion of workplaces that free workers to contribute in socially strategic ways points to new approaches to management and organisation. It offers practical insights into social relations built on co-operation, moral judgement and communication. The power of the idea of broader rationality is that being more rational, i.e. attending to more than a narrow impoverished view provides the prospect of action advancing the social and the economic in a profound way. Only where management place a priority on social strategic action is it possible to rescind the impoverishing effects of economic rationalism.</p></div><table style="margin-bottom: 1em" cellpadding="3" class="not_ep_block" border="0"><tr><th valign="top" class="ep_row">Item Type:</th><td valign="top" class="ep_row">Article</td></tr><tr><th valign="top" class="ep_row">Keywords:</th><td valign="top" class="ep_row">broader rationality, alternative forms of organisation, culture and economy, socio-cultural, social strategic action.</td></tr><tr><th valign="top" class="ep_row">Subjects:</th><td valign="top" class="ep_row"><a href="http://eprints.utas.edu.au/view/subjects/369999.html">360000 Policy and Political Science &gt; 369900 Other Policy and Political Science &gt; 369999 Other Policy and Political Science</a><br /><a href="http://eprints.utas.edu.au/view/subjects/359999.html">350000 Commerce, Management, Tourism and Services &gt; 359900 Other Commerce, Management, Tourism and Services &gt; 359999 Other Commerce, Management, Tourism and Services</a></td></tr><tr><th valign="top" class="ep_row">ID Code:</th><td valign="top" class="ep_row">842</td></tr><tr><th valign="top" class="ep_row">Deposited By:</th><td valign="top" class="ep_row"><span class="ep_name_citation"><span class="person_name">Dr. Denise Faifua</span></span></td></tr><tr><th valign="top" class="ep_row">Deposited On:</th><td valign="top" class="ep_row">16 Mar 2007</td></tr><tr><th valign="top" class="ep_row">Last Modified:</th><td valign="top" class="ep_row">09 Jan 2008 02:30</td></tr><tr><th valign="top" class="ep_row">ePrint Statistics:</th><td valign="top" class="ep_row"><a target="ePrintStats" href="/es/index.php?action=show_detail_eprint;id=842;">View statistics for this ePrint</a></td></tr></table><p align="right">Repository Staff Only: <a href="http://eprints.utas.edu.au/cgi/users/home?screen=EPrint::View&amp;eprintid=842">item control page</a></p>
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