Frases de Neil Fligstein

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Neil Fligstein

Data de nascimento: 23. Maio 1951

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Neil Fligstein is an American sociologist, and a professor at the University of California, Berkeley, known for his work in economic sociology, political sociology and organizational theory. He has produced both empirical and theoretical works.

Fligstein's main theoretical works center in economic sociology where he has created a "political-cultural" approach to markets in works on corporate control, the "architecture of markets", and "markets as politics." He has used these ideas to study the European Union's attempt to create a single market through cooperative political means.In 2008, he published a book with Doug McAdam entitled A Theory of Fields that proposes a cohesive view of field theory as an approach to study many of the key features of modern life including politics, the economy, and social movements.

Citações Neil Fligstein

„A conception of control is simultaneously a worldview that allows actors to interpret the actions of others and a reflection of how the market is structured.“

—  Neil Fligstein
Context: Conceptions of control refer to understandings that structure perceptions of how a market works and that allow actors to interpret their world and act to control situations. A conception of control is simultaneously a worldview that allows actors to interpret the actions of others and a reflection of how the market is structured. Conceptions of control reflect market-specific agreements between actors in firms on principles of internal organization (i. e., forms of hierarchy), tactics for competition or cooperation, and the hierarchy or status ordering of firms in a given market. The state must ratify, help to create, or at the very least, not oppose a conception of control. p. 658

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„Younger and smaller firms would be more likely to adopt the MDF (Multidivisional Form) than older and larger ones.“

—  Neil Fligstein
Fligstein, Neil. "The spread of the multidivisional form among large firms, 1919-1979." Advances in Strategic Management 17 (1985): 55-78.

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