- List of Contributors
- Introduction: Sociology, Social Theory, and Organization Studies, Continuing Entanglements
- Michel Foucault and the Administering of Lives
- Bourdieu and Organizational Theory: A Ghostly Apparition?
- The Making of a Paradigm: Exploring the Potential of the Economy of Convention and Pragmatic Sociology of Critique
- Bruno Latour: An Accidental Organization Theorist
- A Theory of ‘Agencing’: On Michel Callon’s Contribution to Organizational Knowledge and Practice
- Niklas Luhmann as Organization Theorist
- Jürgen Habermas and Organization Studies: Contributions and Future Prospects
- Bhaskar and Critical Realism
- The Comparative Analysis of Capitalism and the Study of Organizations
- C. Wright Mills and the Theorists of Power
- Organizational Analysis: Goffman and Dramaturgy
- Garfinkel and Ethnomethodology
- Rational Choice Theory and the Analysis of Organizations
- Clifford Geertz and the Interpretation of Organizations
- Risk, Social Theories, and Organizations
- Arlie Russell Hochschild: Spacious Sociologies of Emotion
- Discourse and Communication
- The Second Time Farce: Business School Ethicists and the Emergence of Bastard Rawlsianism
- Hayek and Organization Studies
- Social Movement Theory and Organization Studies
- What’s New in the ‘<i>New</i>, New Economic Sociology’ and Should Organization Studies Care?
- Critical Theory and Organization Studies
- British Industrial Sociology and Organization Studies: A Distinctive Contribution
- Anthony Giddens and Structuration Theory
- Engendering the Organizational: Feminist Theorizing and Organization Studies
- Organization Studies and the Subjects of Imperialism
- Space and Organization Studies
- Organization Studies, Sociology, and the Quest for a Public Organization Theory
- What Makes Organization? Organizational Theory as a ‘Practical Science’
Abstract and Keywords
The chapter considers the work of Harold Garfinkel, the founder of ethnomethodology. It explores the institutionalization of ethnomethodology as a recognized way of doing sociology, and the relationship between ethnomethodology and organization studies. These are political as well intellectual processes, and the chapter describes the reception ethnomethodology received as a radical and unsettling approach. Ethnomethodology poses a series of intriguing challenges to organization studies, not least because it is one of the few sociological—non-empiricist, non-behaviourist, non-positivistic—approaches for analysing the constitution of ‘real time’ organizational actions, detailing artful and creative uses of talk and embodied activity. How far ethnomethodology fits with other perspectives in the field remains a moot point, albeit one that is slowly becoming clearer following recent publications on this topic. The chapter ends with a brief discussion of how ethnomethodological principles might be applied to the study of bureaucracy and ‘the body’.
Nick Llewellyn is Professor of Organizational Behaviour at Warwick Business School. His research considers interaction and communication as people (managers, professionals, and front line staff) perform ordinary work tasks. The research draws on the allied fields of ethnomethodology and conversation analysis. He has published in a range of journals including Organization Studies, Human Relations, and the British Journal of Sociology. He recently published Organisation, Interaction and Practice: Studies of Ethnomethodology and Conversation Analysis (2010, with J. Hindmarsh).
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