Although many contemporary organizations face institutional pressures to embrace open organizing principles, some defer or decline the call. We examine how existing bureaucratic practices shape organizations’ initial steps towards openness to explain variation in substantive openness in the practice of management. Scrutinizing the assumption that bureaucratic organizations operate behind closed doors, we study the turn to openness in a single metropolitan area with heterogeneous management practices and shared calls for greater transparency and inclusion. Econometric analyses paired with in-depth interviews reveal that more bureaucratic organizations first encountered such ideals of openness because they were quicker to use digital communication tools. How open organizations are managed results from the repurposing of existing practices in pursuit of openness. The turn to openness can be understood as a transformation of existing bureaucratic management instead of de-novo adoption of new practices. Our study illuminates how bureaucratic management counterintuitively enables some organizations to become more open, and offers support for repurposing as a mechanism of change in the transformation of an organizational field.

How civic capacity gets urban social innovations started

My study of the geographic dispersion of green buildings certified with the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) rating system, published in the American Journal of Sociology, suggests that the organizational communities within cities play a significant role in adopting urban innovations. Cities with a robust civic capacity, where values-oriented organizations actively address social problems, are more likely to adopt new practices quickly and extensively. Civic capacity matters not only through structural channels, as a sign of ample resources and community social capital, but also through organizational channels. Values-oriented organizations are often early adopters of new practices, such as green construction, solar panels, electric vehicles, or equitable hiring practices. By creating proofs of concepts, these early adopters can serve as catalysts of municipal policies and widespread adoption.