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Organizational Rituals

其他書名	Features, Functions and Mechanisms
出版	SSRN, 2011
URL	http://books.google.com.hk/books?id=PbPfzwEACAAJ&hl=&source=gbs_api

註釋This review identifies the defining features of rituals and their functions in organizations, culminating in two key claims. First, organizational rituals can be described on a spectrum based on the fullness and degree of their expression. Complete or full organizational rituals possess a greater number and intensity of ritual features than ritual-like activities. The efficacy of an activity corresponds to its alignment with the features of full rituals. Ritual-like activities are therefore less powerful and more frequent organizational events than full rituals. Second, it is theorized that rituals work through three mutually reinforcing mechanisms: cognitive capture, emotional anchoring and behavioural prescription. It is proposed that rituals work by channelling (1) cognitive content, (2) affective responses and (3) behavioural activity toward the cultural expectations of organizations and their members. Organizational rituals may be characterized as standardized, rule-bound, predictable and repetitive behaviours undertaken in conditions demanding explicit performance expectations. Rituals are physically enacted to conform to a specified and invariable sequence, and are invested with added significance through a combination of formality and symbolism. Nine inter-dependent functions of rituals are specified, which are to: (1) provide meaning; (2) manage anxiety; (3) exemplify and reinforce the social order; (4) communicate important values; (5) enhance group solidarity; (6) include and exclude others; (7) signal commitment; (8) manage work structure; and (9) prescribe and reinforce significant events. These functions underline the role that rituals play as communication and learning systems, drawing attention to what is important and helping to funnel the thoughts, feelings and behaviours of organizational members. Organizational rituals are particularly important because they not only illuminate organizational behaviour, but also entrench or challenge existing cultural values.