Frank Dobbin - Böcker

The United States, France and Britain use markedly different kinds of industrial policies to foster economic growth today. To understand the origins of these different policies, this book examines the evolution of public policies governing one of the first modern industries, the railroads. The author challenges conventional thinking in economics, political science and sociology by arguing that cultural meaning plays an important role in the development of purportedly rational policies designed to promote industrial growth. This book has implications for the study of rational institutions of all sorts, including science, management and economics, as well as for the study of culture.

The United States, France and Britain use markedly different kinds of industrial policies to foster economic growth today. To understand the origins of these different policies, this book examines the evolution of public policies governing one of the first modern industries, the railroads. The author challenges conventional thinking in economics, political science and sociology by arguing that cultural meaning plays an important role in the development of purportedly rational policies designed to promote industrial growth. This book has implications for the study of rational institutions of all sorts, including science, management and economics, as well as for the study of culture.

The diffusion of markets and democracy around the world was a defining feature of the late twentieth century. Many social scientists view this economic and political liberalization as the product of independent choices by national governments. This book argues that policy and political changes were influenced heavily by prior actions of external actors: not just other governments, but international organizations and communities of experts. Drawing together insights from economics, sociology, political science and international relations, the contributors focus on four mechanisms by which markets and democracy have diffused through interdependent decision-making: coercion and the impact of powerful countries and international actors; economic competition for markets and investment; learning from experiences of other countries; and emulation among countries. These mechanisms are tested empirically using sophisticated quantitative techniques in areas as diverse as capital account and investment policy, human rights and democratization, and government downsizing, privatization and taxation.

The diffusion of markets and democracy around the world was a defining feature of the late twentieth century. Many social scientists view this economic and political liberalization as the product of independent choices by national governments. This book argues that policy and political changes were influenced heavily by prior actions of external actors: not just other governments, but international organizations and communities of experts. Drawing together insights from economics, sociology, political science and international relations, the contributors focus on four mechanisms by which markets and democracy have diffused through interdependent decision-making: coercion and the impact of powerful countries and international actors; economic competition for markets and investment; learning from experiences of other countries; and emulation among countries. These mechanisms are tested empirically using sophisticated quantitative techniques in areas as diverse as capital account and investment policy, human rights and democratization, and government downsizing, privatization and taxation.

“Too many companies don’t know how to walk the walk of diversity, equity, and inclusion. Getting to Diversity shows them how.”—Lori George Billingsley, former Global Chief DEI Officer, Coca-Cola CompanyIn an authoritative, data-driven account, two of the world’s leading management experts challenge dominant approaches to increasing workplace diversity and provide a comprehensive account of what really works.Every year America becomes more diverse, but change in the makeup of the management ranks has stalled. The problem has become an urgent matter of national debate. How do we fix it? Bestselling books preach moral reformation. Employers, however well intentioned, follow guesswork and whatever their peers happen to be doing. Arguing that it’s time to focus on changing systems rather than individuals, two of the world’s leading experts on workplace diversity show us a better way in the first comprehensive, data-driven analysis of what succeeds and what fails. The surprising results will change how America works.Frank Dobbin and Alexandra Kalev draw on more than thirty years of data from eight hundred companies as well as in-depth interviews with managers. The research shows just how little companies gain from standard practice: sending managers to diversity training to reveal their biases, then following up with hiring and promotion rules, and sanctions, to shape their behavior. Almost nothing changes. It’s time, Dobbin and Kalev argue, to focus on changing the management systems that make it hard for women and people of color to succeed. They show us how the best firms are pioneering new recruitment, mentoring, and skill training systems, and implementing strategies for mixing segregated work groups to increase diversity. They explain what a difference ambitious work–life programs make. And they argue that as firms adopt new systems, the key to making them work is to make them accessible to all—not just the favored few.Powerful, authoritative, and driven by a commitment to change, Getting to Diversity is the book we need now to address constructively one of the most fraught challenges in American life.

“This book has the potential to change CEO mindsets, human resource practices, manager behavior, and employee well-being—if only enough people grab it and heed its powerful messages.” —Rosabeth Moss Kanter, author of Think Outside the Building“Dobbin and Kalev have spent their careers studying why diversity initiatives fail and what it takes to fix them. Their data-driven book doesn’t just spotlight the problems—it’s packed with solutions.” —Adam Grant“Essential reading for anyone who wants to learn which practices can actually improve managerial diversity in organizations.”—Edward Chang, Science “Too many companies don’t know how to walk the walk of diversity, equity, and inclusion. Getting to Diversity shows them how.”—Lori George Billingsley, former Global Chief DEI Officer, Coca-Cola Company “This is the book all leaders need to read to achieve results.”—Adia Wingfield, author of FlatliningEvery year America becomes more diverse, but change in the makeup of the management ranks has stalled. The problem has become an urgent matter of national debate. How do we fix it? Frank Dobbin and Alexandra Kalev draw on more than thirty years of data from eight hundred companies as well as in-depth interviews with managers to show just how little companies gain from standard practice: sending managers to diversity training to reveal their biases, then following up with hiring and promotion rules, and sanctions, to shape their behavior. Almost nothing changes. It’s time, Dobbin and Kalev argue, to focus on changing the management systems that make it hard for women and people of color to succeed. They demonstrate how the best firms are pioneering new recruitment, mentoring, and skill training systems, and implementing strategies for mixing segregated work groups to increase diversity. And they argue that as firms adopt new systems, the key to making them work is to make them accessible to all—not just the favored few. Powerful, authoritative, and driven by a commitment to change, Getting to Diversity is the book we need now to address constructively one of the most fraught challenges in American life.

Economic sociology is a rapidly expanding field, applying sociology's core insight--that individuals behave according to scripts that are tied to social roles--to economic behavior. It places homo economicus (that tried-and-true fictive actor who is completely rational, acts only out of self-interest, and has perfect information) in context. In this way, it places a construct into a framework that more closely approximates the world in which we live. But, as an academic field, economic sociology has lost focus. The New Economic Sociology remedies this. The book comprises twenty of the most representative and widely read articles in the field's history--its classics--and organizes them according to four themes at the heart of sociology: institutions, networks, power, and cognition. Dobbin's substantial and engagingly written introduction (including his rich comparison of Yanomamo chest-beaters and Wall Street bond-traders) sets a clear framework for what follows.Gathering force throughout is Dobbin's argument that economic practices emerge through distinctly social processes, in which social networks and power resources play roles in the social construction of certain behaviors as rational or optimal. Not only does Dobbin provide a consummate introduction to the field and its history to students approaching the subject for the first time, but he also establishes a schema for interpreting the field based on an understanding of what economic sociology aims to achieve.

Equal opportunity in the workplace is thought to be the direct legacy of the civil rights and feminist movements and the landmark Civil Rights Act of 1964. Yet, as Frank Dobbin demonstrates, corporate personnel experts--not Congress or the courts--were the ones who determined what equal opportunity meant in practice, designing changes in how employers hire, promote, and fire workers, and ultimately defining what discrimination is, and is not, in the American imagination. Dobbin shows how Congress and the courts merely endorsed programs devised by corporate personnel. He traces how the first measures were adopted by military contractors worried that the Kennedy administration would cancel their contracts if they didn't take "affirmative action" to end discrimination. These measures built on existing personnel programs, many designed to prevent bias against unionists. Dobbin follows the changes in the law as personnel experts invented one wave after another of equal opportunity programs.He examines how corporate personnel formalized hiring and promotion practices in the 1970s to eradicate bias by managers; how in the 1980s they answered Ronald Reagan's threat to end affirmative action by recasting their efforts as diversity-management programs; and how the growing presence of women in the newly named human resources profession has contributed to a focus on sexual harassment and work/life issues. Inventing Equal Opportunity reveals how the personnel profession devised--and ultimately transformed--our understanding of discrimination.

The last several years has witnessed a growing interaction between economists and sociologists engaged in the study of organizations' strategies. Economists and sociologists can gain real insight from these interactions. To date, however, these interactions have been to ad hoc and unfocused to bear any real fruit. This volume moves the discussion to the next level by focusing the discussion, and taking a step toward systematizing some of the relationships between economic and sociological approaches to strategic management. To accomplish this, the volume reprints four 'matched pairs' of influential articles on firms' strategies in economic sociology and strategic management and use these articles to frame a conversation between the articles' pioneering authors and other prominent researchers in strategic management and sociology working on closely-related research problems. Each pair of articles followed by provocative essays - inspired by the pairing - written by the articles' original authors. Two contextualizing commentaries penned by influential strategy and organizations researchers - one grounded in strategic management and one in economic sociology - extend each conversation. A reflective reply from the articles' authors concludes the conversation - for now. A framing introduction and concluding epilogue, written by volume editors Joel Baum and Frank Dobbin, set the stage both for the volume and for future conversations between the disciplines in strategic management.

The last several years has witnessed a growing interaction between economists and sociologists engaged in the study of organizations' strategies. Economists and sociologists can gain real insight from these interactions. To date, however, these interactions have been to ad hoc and unfocused to bear any real fruit. This volume moves the discussion to the next level by focusing the discussion, and taking a step toward systematizing some of the relationships between economic and sociological approaches to strategic management. To accomplish this, the volume reprints four 'matched pairs' of influential articles on firms' strategies in economic sociology and strategic management and use these articles to frame a conversation between the articles' pioneering authors and other prominent researchers in strategic management and sociology working on closely-related research problems. Each pair of articles followed by provocative essays - inspired by the pairing - written by the articles' original authors. Two contextualizing commentaries penned by influential strategy and organizations researchers - one grounded in strategic management and one in economic sociology - extend each conversation. A reflective reply from the articles' authors concludes the conversation - for now. A framing introduction and concluding epilogue, written by volume editors Joel Baum and Frank Dobbin, set the stage both for the volume and for future conversations between the disciplines in strategic management.