Samuel B. Bacharach

S.M. Gabbay

Roger Th. A.J. Leenders

The theory of social capital asserts that social actors gain resources through relationships with other actors. While social capital research has largely focused on individuals as the unit of analysis, this volume looks at social capital of organizations, or Corporate Social Capital (CSC).

Social Capital of Organizations

Joseph B. Shedd

"Shedd and Bacharach provide new insights, practical perspectives, and a scholarly justification for changing the archaic structure of our schools and the management of the professionals working in them... This unusually significant book will remain important for a long time to come." --James W. Guthrie, director of Policy Analysis for California Education, School of Education, University of California, Berkeley

Teachers as Professionals and the Management of Schools

Tangled Hierarchies

William J. Sonnenstuhl

Peter Bamberger

The ongoing decline in union membership is generally attributed to an increasingly hostile economic, legal, and managerial environment. Samuel B. Bacharach, Peter A. Bamberger, and William J. Sonnenstuhl argue that the decline may have more to do with a crisis of union legitimacy and member commitment. They further suggest that both problems could be addressed if the unions return to their nineteenth-century, mutual aid-based roots.The authors contend that the labor movement is characterized by two models of union-member relations: the mutual aid logic and the servicing logic. The first predominated in the early days and encouraged a sense of community among members who worked to support one another. In the twentieth century, it was largely replaced by the servicing model, which asks little of members, who remain loyal only if their leaders deliver increasing wages and benefits.Regaining legitimacy and strengthening member commitment can only happen, the authors claim, if mutual aid logic is allowed to return. They examine three unions in the transportation industry to judge the effectiveness of new programs created after the old model.

Cycles of Logics of Action

Mutual Aid and Union Renewal

The doldrums of inertia -- Leading for robust discovery -- Leading for focused delivery -- Conclusion : pragmatic leadership and the couch-potato organization

Pragmatic Leadership Skills for Breaking Inertia

Transforming the Clunky Organization

Peter A. Bamberger

The ongoing decline in union membership is generally attributed to an increasingly hostile economic, legal, and managerial environment. Samuel B. Bacharach, Peter A. Bamberger, and William J. Sonnenstuhl argue that the decline may have more to do with a crisis of union legitimacy and member commitment. They further suggest that both problems could be addressed if the unions return to their nineteenth-century, mutual aid-based roots. The authors contend that the labor movement is characterized by two models of union-member relations: the mutual aid logic and the servicing logic. The first predominated in the early days and encouraged a sense of community among members who worked to support one another. In the twentieth century, it was largely replaced by the servicing model, which asks little of members, who remain loyal only if their leaders deliver increasing wages and benefits. Regaining legitimacy and strengthening member commitment can only happen, the authors claim, if mutual aid logic is allowed to return. They examine three unions in the transportation industry to judge the effectiveness of new programs created after the old model.

An acknowledged expert in the field of management and organizational behavior offers advice on building political capital, in a guide for managers searching for ways to gain support and allies for their ideas and initiatives. 60,000 first printing.

Samuel B. Bacharach

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