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Haptic interfaces enable person‐machine communication through touch, and most commonly, in response to user movements. We comment on a distinct property of haptic interfaces, that of providing for simultaneous information exchange between a user and a machine. We also comment on the fact that, like other kinds of displays, they can take advantage of both the strengths and the limitations of human perception. The paper then proceeds with a description of the components and the modus operandi of haptic interfaces, followed by a list of current and prospective applications and a discussion of a cross‐section of current device designs.

Talk of “macrofoundations” helps foreground the constitutive and contextualizing powers of institutions – dynamics that are inadvertently obscured by the imagery of microfoundations. Highlighting these aspects of institutions in turn opens intriguing lines of inquiry into institutional reproduction and change, lived experience of institutions, and tectonic shifts in institutional configurations. However, there is a twist: taking these themes seriously ultimately challenges any naïve division of micro and macro, and undermines the claim of either to a genuinely foundational role in social analysis. The authors propose an alternative “optometric” imagery – positioning the micro and the macro as arrays of associated lenses, which bring certain things into focus at the cost of others. The authors argue that this imagery should not only encourage analytic reflexivity (“a more optometric institutionalism”) but also draw attention to the use of such lenses in everyday life, as an underexplored but critical phenomenon for institutional theory and research (“an institutionalist optometry”).

Borrowing from practice theory to enhance institutional theory has much potential. It may help institutional scholars reconnect with its constructivist, processual origins. Yet previous attempts of borrowing across paradigmatic boundaries – both in organization studies and in institutional theory – teach us that borrowing is not a straightforward adoption. Instead, theories that cross known paradigmatic boundaries go through a process of translation, and may well get lost in the way. In this paper, the author focuses on methodology and points to impediments to the fruitful adoption of a practice-driven approach to institutionalization, and offers ways to overcome them. In particular, the author points to the need to change the focus from process as an outcome to the inner life of the process; capturing action in vivo and in situ; and finding ways to focus on practice yet not lose connection to its institutional context and implications.

This double volume presents the state of the art in research on the microfoundations of institutions. In this introductory chapter, we develop an overview of where the emerging microfoundational agenda in institutional theory stands and in which direction it is moving. We discuss the questions of what microfoundations of institutions are, what the “micro” in microfoundations represents, why we use the plural form (microfoundations vs microfoundation), why microfoundations of institutions are needed, and how microfoundations can be studied. Specifically, we highlight that there are several traditions of microfoundational research, and we outline a cognitive, a communicative and a behavioral perspective. In addition, we explain that scholars tend to think of microfoundations in terms of an agency, levels, or mechanisms argument. We delineate key challenges and opportunities for future research and explain why we believe that the debate on microfoundations will become a defining element in the further development of institutional theory.

In this chapter, the authors investigate the degree to which organizational ecology (OE) had a long-term impact on the way scholars study organizational foundings. Dubbed the “rates” approach by Aldrich and Weidenmayer (1993), OE argued that organizational foundings depend on intra- and inter-population processes such as organizational density, prior foundings, and prior disbandings. It de-emphasized the personal characteristics of founders and entrepreneurs – the “traits” approach. The analyses reveal that OE had limited impact, especially after the mid-2000s. OE’s limited appeal is partially explained by its lack of influence on scholars outside its orbit of influence and/or those publishing in non-sociology journals. In contrast to OE’s slight long-term impact, the authors argue that another perspective that was attuned to environmental conditions – new institutional theory (NIT) – has had greater success in influencing scholars studying foundings. The authors speculate that OE’s impact was ultimately limited because it was embedded in a relatively exclusive scholarly community, compared to NIT’s more inclusive scope.

This article aims to synthesize the tension between agency notions inherent in strategy and deterministic notions inherent in ecology, and in doing so, develop a research agenda.

In this study, emerging themes around the strategy-ecology literature will be analyzed and synthesized from a socio-ecological perspective.

The following propositions can be synthesized. First, the socio-ecological level of analysis is useful, because from this level, strategy and ecology are mutually exclusive, enabling resource-based views of competitive advantage. Second, the order of strategy and ecology is found to be changeable, given they are mutually exclusive. Here, ecological mechanisms and relationships in the ecosystem can provide information on a strategic choice.

These propositions contribute toward a research agenda. Nevertheless, evolutionary mechanisms will need to be more specific in addressing what is being selected.

By introducing the socio-ecological perspective as the way of synthesizing organizational strategy and ecology, new research ideas can foster.

Sociology promotes and describes public health, helping to explain macro-social dynamics of mental health care through studies of organizations, networks, and systems of care.

This chapter summarizes sociological research on mental health care organizations and systems, illustrating a macro-social perspective by examining the problem of transitions in care for young adults. Summary findings from a regional mental health services research project describe a system of care that includes 100 organizations. This system helps young adults with mental health needs.

The scope and management of care involves a focus on modes of treatment supported by research evidence and delivered effectively by people with cultural competencies. Care and continuity of care are delivered through coordinated systems of inter-organizational networks, linking organizations and providers. Active inter-organizational linkages are needed to support mental health for young adults during challenging and sometimes difficult transitions.

This research summarizes original and regional data on mental health care organizations within a regional system of care. Practical implications include support for the importance of coordination, transition planning, and cultural competence within and among organizations. Sociological and original research on organizations and systems should continue to elaborate the needs and values of mental health services for regional planning and public health.

To resolve an inherent dilemma in extant research on geographically dispersed research and development (R&D), this study explores interdependencies between formal and informal network structures. Firms that seek to benefit from the decentralization associated with disperse R&D must align it with an informal structure that enhances organizational members’ motivation to share and assimilate their unique knowledge and skills. On the basis of an investigation among 424 US biotechnology firms between 1973 and 2003, this study reveals the moderating effect of the firm’s informal social structure on the effect that geographically dispersed R&D personnel have on the exploration of new technological opportunities. Specifically, the higher the social network density among R&D members, the more likely geographic disparity is to affect exploration; however, this likelihood decreases with an increase in power asymmetries. These results offer insights into the conditions in which the appropriate management of geographically dispersed R&D varies.

In this paper, we explore the conditions under which organizations that compete in both market and non-market domains might engage in collective strategy. We study low-power FM radio activists in the U.S., who employed a collective strategy both within and across geographic communities to gain the right to broadcast in low-power broadcast spectra. By comparing and contrasting two stages of the micro-radio movement, we argue that, under certain conditions, for collective strategy to be viable, organizations competing on the dimensions of both ideology and resources must recognize themselves as members of an identity group, based on their common struggle against a stronger, more salient enemy. We highlight the role of collective strategies in the processes of organizational ecology, and discuss the generalizability of our argument.

Collaborative forms range from co-located teams engaged in short term local projects, to international joint ventures, to worldwide networks of organizations and citizens linked together to generate global social change. In order to discern patterns that transcend the breadth of forms (including virtual), a new term is introduced that encompasses the entire spectrum: collaborative entity (CE). The diverse and far-ranging CE literature is then integrated into the Collaborative Capacity (CC) Framework. That framework is comprised of ten broad constructs and their interrelationships that, when considered together, capture fundamental aspects of all CEs. The CC Framework provides a bridge-building language to help facilitate inter-disciplinary, multi-dimensional dialogue, research, and perspectives on fostering collaborative capacity.