Complex Social Organization: Multiple Organizing Modes, Structural Incongruence, and Mechanisms of Integration

This article conceptualizes and analyses a type of complex social organization consisting of heterogeneous organizing modes and social relationships, combining, for instance, relationships making up markets and hierarchies as well as various types of informal networks. Each mode is constituted and regulated on the basis of a system of social rules making up a particular normative order and operates in terms of its own particular rationality or social logic. When modes are combined or integrated into multi-institutional complexes or organizations, the resultant structure entails zones of incongruence and tension at the junctures or interfaces of the different organizing modes and social relationships. The article identifies a number of such incongruent organizing modes that are common in complex social organizations or inter- institutional complexes. It goes on to identify several of the institutional strategies and arrangements including rituals, non-task-oriented discourses, and mediating roles that actors develop and institutionalize in dealing effectively with incongruences and potential conflicts in complex, heterogeneous organizations. The article suggests that problems of structural incongruence - and the tensions and conflicts that arise in connection with it as well as responses to these - are major features of complex organizational and inter-institutional arrangements. Moreover, it suggests that social order - the shaping of congruent, meaningful experiences - in these complex organizations as in most social life builds on non-rational foundations such as rituals and non-instrumental discourses. These contribute to maintaining social order and to providing a stable context, even for rational decision-making and action.     

Competing for father's love? The politics of central government agency termination in China

It is well known that public agencies are nearly immortal, but what explains their termination? This article argues that apart from conventional antecedents, political salience defined by top leaders largely shapes government agencies' life cycle. In one of the first large‐N analyses of agency termination in a non‐Western authoritarian regime, we used longitudinal data for the central apparatus in China from 1949 to 1976 to test this hypothesis. We specifically used Chairman Mao's written directives to measure political salience and found that agencies that received more directives were less likely to be terminated. In contrast, agencies less attended to the boss were less likely to survive major restructurings. We also found that peripheral agencies (e.g., smaller, lower‐ranking agencies with noncore functions) benefited more from leaders' attention. We compare the results with the existing literature and suggest some theoretical and policy implications.     

Labour in post‐colonial India: A response to Jan Breman

Resuming the debate with Breman about debt bondage in post‐Independence India, this reply to his two‐part survey explores the fact of and the reasons for continuing disagreements about the capital/unfreedom link in general, and in particular the connection between accumulation, the decommodification of labour‐power, the enforcement of debt‐servicing labour obligations, the presence/absence of coercion, and worker agency. Also considered is the analytical efficacy of using a depoliticized concept of worker ‘assertiveness'; the mere existence of the latter, it is argued here, is neither a defining criterion of proletarianization, nor an indicator of rising levels of class consciousness, and thus not as empowering as claimed.     

The “quiet revolution” in criminal defence: how the zealous advocate slipped into the shadow

The criminal defence lawyer has been an integral component of adversarial criminal justice in England and Wales for nearly three centuries. However, over the last two decades this essential role has changed substantially, affected by a changing culture in the law and procedure governing criminal justice in this jurisdiction. This article argues that the criminal defence role has been pulled away from its traditional adversarial roots through a process of subtle and gradual change, pursued by the Government and the Judiciary. The article outlines a normative framework, entitled the ‘zealous advocate’ model, describing the ‘traditional’ role of the criminal defence lawyer; discusses ethical conflict and its growing significance; and examines how legislation, case law and funding have gradually moved the defence lawyer away from a ‘client-first’ style of representation. It concludes by considering the potentially significant implications of such a change in the role for both fair trial rights and adversarialism in England and Wales.     

Risky business: A risk-based methodology to measure organized crime

This paper describes the result of two studies on the development of a methodology to measure organized crime. The purpose of these studies, tasked by the Belgian Federal Police and Minister for Justice, was to provide a concrete and knowledge-based framework for the drafting of annual reports on organized crime that can give better answers to questions like ‘Is there much organized crime? Is the situation serious? Is it bad that there are more criminal groups now than in the past? Which criminal groups are the most dangerous?’. Two features provide a common thread that binds the methodology: the operating principle of the spectrum of enterprise and the application of a risk-based methodological process to the overall framework. The starting hypothesis is that organized crime is entrepreneurial in nature and that the dynamics of the market space provide the main environment and explanation for organized crime. The application of a risk-based methodology is founded on the recognition that the analysis of organized crime will always depend on imperfect information and resource limitations. Furthermore, the utility of a risk-based approach is seen in the provision of findings that are transparently arrived at with a clearly established framework for prioritization of decision-makers. The proposed methodology consists of three parts: environmental scanning, analysis of organizations and counter strategies and licit and illicit sector analysis.