Meryl Reis Louis

The Migration of Organizational Functions to the Work Unit Level: Buffering, Spanning, and Bringing Up Boundaries

In this paper, we propose that the locus oforganizational boundary activities has migrated from theorganization to the work unit level as enterprisesreengineer structures, increase the use ofcross-functional teams, cut organizational slack, and adoptadvanced information technologies. From an open systemsperspective, we examine how environmental andorganizational forces affect this migration process.Three types of boundary activity relevant for workunits are identified: buffering, spanning, and bringingup boundaries. A set of preliminary propositionsregarding relationships between environmental andorganizational changes and boundary activities is offered asa guide for future research.

Insider/Outsider Research Teams: Collaboration Across Diverse Perspectives

The authors propose that research teams in which one or more members are relative insiders to a setting and one or more members are relative outsiders offer distinct advantages for integrating diverse perspectives on organizational activities. The approach taken builds on insights about insider/outsider collaboration presented by Evered and Louis (1981). This article develops a rationale for using insider/outsider teams, indicates their advantages and disadvantages, and contrasts this mode of inquiry with other forms of collaborative research. An example of the processes and products of such collaboration helps illustrate the issues associated with the implementation of insider/outsider research.

In the Manner of Friends: Learnings from Quaker Practice for Organizational Renewal

Tells the story of Quaker meeting, drawing on readings and experiences of the author over the past three years. Describes common practices and key features of the Quaker way, including Meeting for Worship, committees and governance, fellowship, and Meeting for Business. Provides a view of Quaker practice and its effects in a secular setting. Argues that renewal in the sense of restoration and refreshment of vigour and human spirit are warranted in today′s society and work settings, and that the Quaker way can provide useful guidance in such an effort. The change strategy developed works from the “person‐out” rather than from the top down or the bottom up.

Organization Theory from Chester Barnard to the Present and Beyond

This article presents a review of the book “Organization Theory From Chester Barnard to the Present and Beyond,” edited by Oliver E. Williamson.

Uncovering the Fundamentals of Organizational Behavior: a Response To Terry Connolly's Call for Reintegration

I appreciated the call to action in Terry Connolly’s &dquo;Towards a Reintegration of Organizational Behavior.&dquo; I agree that fragmentation characterizes the field and that this constitutes a &dquo;troublesome&dquo; problem. However, my sense of the damage done by such fragmentation extends beyond concern for the untapped potential gains of cross-fertilization that comes with linking topical interests and traditions. Let me illustrate. I question the validity of research and teaching that tackles an issue of leadership as distinct from communication and/or conflict and/or group processes. The phenomena simply do not come packaged discretely. The artificiality of boundaries drawn for purposes of research and teaching does violence to the phenomena in question. Were validity not at issue (and some will say that it is not), we would remain in jeopardy of being charged with vapidity. I think that we have lost sight of the fundamental nature of human experience in organizational settings, the appreciation of which seems to