Although the model as such is appealing at first glance, mechanisms that connect the elementsof the model are far from determinate. Pfeffer & Salancik emphasise that:“Organizational environments are not given realities; they are created through a process ofattention and interpretion. By the existence of a department or a position, the organizationwill attend to some aspects of its environment rather than others. Organizations haveinformation systems for gathering, screening, selecting, and retaining information.” (2003:13)In this sense Giddens (1984: 17) talks about the structuring of organizations as a dynamicprocess in which different actors (i.e. ‘knowledgeable agents’) play a vital role. We thereforefeel the ‘matching framework’ should be altered to adress the interactions between actors thatcan be associated with the proposed elements of the model.
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