Dean of Fellow, Academy of Management
His main research concerns Organizational theory, Knowledge management, Action, Business management and Management. His Organizational theory research incorporates themes from Workforce, Organizational studies, Face and Educational research. His study in Knowledge management is interdisciplinary in nature, drawing from both Organization studies, Information technology and Institutional analysis.
His Action research is multidisciplinary, relying on both Grounded theory, Management science, Bureaucracy and Foundation. His study connects Field and Management. His biological study spans a wide range of topics, including Control and Social psychology.
His primary areas of study are Engineering ethics, Public relations, Knowledge management, Organizational theory and Management. His studies in Engineering ethics integrate themes in fields like Social science, Workforce and Engineering education. Stephen R. Barley has researched Public relations in several fields, including Industrial relations, Politics and Mandate.
His work deals with themes such as Management science, Field and Action, which intersect with Organizational theory. His research in Action intersects with topics in Constructivism, Materiality, Organizational structure and Appropriation. His studies in Human resources and Organizational behavior are all subfields of Management research.
His scientific interests lie mostly in Engineering ethics, Ethnography, Workforce, Engineering education and Emerging technologies. The Engineering ethics study combines topics in areas such as Sociomateriality and Materiality. His study in Ethnography intersects with areas of studies such as Creativity, Knowledge management, Situated, Architecture and Narrative.
His Workforce study integrates concerns from other disciplines, such as Cyberinfrastructure and Professionalization. Stephen R. Barley incorporates a variety of subjects into his writings, including Emerging technologies, Public economics, SWORD, Public policy, Affordance and Internet of Things. His research investigates the link between Public economics and topics such as Marketing that cross with problems in Reputation and Schedule.
Stephen R. Barley mainly investigates Engineering ethics, Power, Engineering education, Bridging and Organizational theory. His studies deal with areas such as Post-industrial society, Pedagogy, Gender studies and Division of labour as well as Power. His Organizational theory research is multidisciplinary, incorporating perspectives in Law, State and Psychoanalysis.
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Technology as an occasion for structuring: evidence from observations of CT scanners and the social order of radiology departments.
Stephen R. Barley.
Administrative Science Quarterly (1986)
Institutionalization and Structuration: Studying the Links between Action and Institution:
Stephen R. Barley;Pamela S. Tolbert.
Organization Studies (1997)
Design and devotion: Surges of rational and normative ideologies of control in managerial discourse.
Stephen R. Barley;Gideon Kunda.
Administrative Science Quarterly (1992)
Bringing Work Back In
Stephen R. Barley;Gideon Kunda.
Organization Science (2001)
Technology and institutions: what can research on information technology and research on organizations learn from each other?
Wanda J. Orlikowski;Stephen R. Barley.
(2001)
The alignment of technology and structure through roles and networks.
Stephen R. Barley.
Administrative Science Quarterly (1990)
Occupational Communities: Culture and Control in Organizations
John Van Maanen;Stephen R. Barley.
Research in Organizational Behavior (1982)
Gurus, Hired Guns, and Warm Bodies: Itinerant Experts in a Knowledge Economy
Stephen R. Barley;Gideon Kunda.
(2004)
Semiotics and the Study of Occupational and Organizational Cultures.
Stephen R Barley.
Administrative Science Quarterly (1983)
Technicians in the Workplace: Ethnographic Evidence for Bringing Work into Organizational Studies
Stephen R. Barley.
Administrative Science Quarterly (1996)
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