{"@context":{"@vocab":"https://cir.nii.ac.jp/schema/1.0/","rdfs":"http://www.w3.org/2000/01/rdf-schema#","dc":"http://purl.org/dc/elements/1.1/","dcterms":"http://purl.org/dc/terms/","foaf":"http://xmlns.com/foaf/0.1/","prism":"http://prismstandard.org/namespaces/basic/2.0/","cinii":"http://ci.nii.ac.jp/ns/1.0/","datacite":"https://schema.datacite.org/meta/kernel-4/","ndl":"http://ndl.go.jp/dcndl/terms/","jpcoar":"https://github.com/JPCOAR/schema/blob/master/2.0/"},"@id":"https://cir.nii.ac.jp/crid/1362544419983815680.json","@type":"Article","productIdentifier":[{"identifier":{"@type":"DOI","@value":"10.1177/0170840605050876"}},{"identifier":{"@type":"URI","@value":"https://journals.sagepub.com/doi/pdf/10.1177/0170840605050876"}}],"dc:title":[{"@value":"Peripheral Vision"}],"dcterms:alternative":[{"@value":"The Sites of Organizations"}],"description":[{"type":"abstract","notation":[{"@value":"<jats:p> This essay introduces a new form of social ontology and sketches its bearings on the analysis of organizations. The essay begins by contrasting the two social ontological camps — individualism and societism — into which social theory has been divided since its inception. It then describes the new approach, called site ontology, according to which social life is tied to a context (site) of which it is inherently a part. Examples of such ontologies are presented, as is my own thesis that the site of social life is composed of a nexus of human practices and material arrangements. The bearing of the latter ontology on the character, origin, and perpetuation of organizations is then considered, using an academic department as an example. Contrasts are also drawn with various approaches in organizations theory, including rational organizations, neoinstitutionalism, systems theories, and selection theories. A final section considers the complex psychological structure of organizations, working off Karl Weick and Karlene Robert’s notion of collective mind in organizations. </jats:p>"}]}],"creator":[{"@id":"https://cir.nii.ac.jp/crid/1382544419983815680","@type":"Researcher","foaf:name":[{"@value":"Theodore R. Schatzki"}],"jpcoar:affiliationName":[{"@value":"Department of Philosophy at the University of Kentucky"}]}],"publication":{"publicationIdentifier":[{"@type":"PISSN","@value":"01708406"},{"@type":"EISSN","@value":"17413044"}],"prism:publicationName":[{"@value":"Organization Studies"}],"dc:publisher":[{"@value":"SAGE Publications"}],"prism:publicationDate":"2005-03","prism:volume":"26","prism:number":"3","prism:startingPage":"465","prism:endingPage":"484"},"reviewed":"false","dc:rights":["https://journals.sagepub.com/page/policies/text-and-data-mining-license"],"url":[{"@id":"https://journals.sagepub.com/doi/pdf/10.1177/0170840605050876"}],"createdAt":"2005-03-22","modifiedAt":"2025-03-04","relatedProduct":[{"@id":"https://cir.nii.ac.jp/crid/1360306905169151360","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Academics marginalised: practices for navigating tensions, resistance, and care"}]},{"@id":"https://cir.nii.ac.jp/crid/1361694594940960384","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"The Roles of Material Artifacts in Managing the Learning–Performance Paradox: The Kaizen Case"}]},{"@id":"https://cir.nii.ac.jp/crid/1390564238095797760","@type":"Article","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"ja","@value":"Strategizing Activities and Practicesの現状と課題，そしてその可能性"},{"@value":"Strategizing Activities and Practicesの現状と課題,そしてその可能性 : 企業の周辺的活動に注目する意味とリレーションシップ・マーケティングに対する含意"},{"@language":"ja-Kana","@value":"Strategizing Activities and Practices ノ ゲンジョウ ト カダイ,ソシテ ソノ カノウセイ : キギョウ ノ シュウヘンテキ カツドウ ニ チュウモク スル イミ ト リレーションシップ ・ マーケティング ニ タイスル ガン イ"}]}],"dataSourceIdentifier":[{"@type":"CROSSREF","@value":"10.1177/0170840605050876"},{"@type":"CROSSREF","@value":"10.1080/0267257x.2025.2473440_references_DOI_JDFZNyvvoTspORczW8cRKqfwmiC"},{"@type":"CROSSREF","@value":"10.7222/marketing.2018.016_references_DOI_JDFZNyvvoTspORczW8cRKqfwmiC"},{"@type":"CROSSREF","@value":"10.5465/amj.2017.0967_references_DOI_JDFZNyvvoTspORczW8cRKqfwmiC"}]}