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The dynamics of a variably coupled social system: The case of les compagnons du devoir

Kleymann, B.; Malloch, H.; Redman, T.; Angot, J.

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Authors

B. Kleymann

H. Malloch

T. Redman

J. Angot



Abstract

This article aims to expand the use of the coupling metaphor in organizational analysis by introducing a conceptual link between coupling and systems closure. The authors present a case study of Les Compagnons du Devoir (CdD), an ancient French Compagnonnage, or workers' brotherhood. This organization has managed to survive for at least 700 years; it is believed to be the oldest extant form of labor organization. The authors analyze the CdD as a highly institutionalized system displaying variable couplings and facing significant changes in its sociocultural environment. These features have been highlighted by recent attempts to internationalize the CdD. The authors distinguish between induced change and change by erosion and discuss how, given certain coupling configurations, an organization has persisted in an almost unchanged state while the world around it evolves.

Citation

Kleymann, B., Malloch, H., Redman, T., & Angot, J. (2008). The dynamics of a variably coupled social system: The case of les compagnons du devoir. Journal of Management Inquiry, 17(4), 381-396. https://doi.org/10.1177/1056492607311647

Journal Article Type Article
Publication Date Dec 1, 2008
Deposit Date Jan 28, 2009
Publicly Available Date Apr 8, 2009
Journal Journal of Management Inquiry
Print ISSN 1056-4926
Electronic ISSN 1552-6542
Publisher SAGE Publications
Peer Reviewed Peer Reviewed
Volume 17
Issue 4
Pages 381-396
DOI https://doi.org/10.1177/1056492607311647
Keywords Coupling, Internationalization, Institutional change, Les Compagnons du Devoir, Social systems.
Public URL https://durham-repository.worktribe.com/output/1560625

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Accepted Journal Article (512 Kb)
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Copyright Statement
Kleymann, B., Malloch, H., Redman, T. & Angot, J. (2008). The dynamics of a variably coupled social system: The case of les compagnons du devoir. Journal of Management Inquiry 17(4): 381-396. Copyright © 2008 Sage Publications. Reprinted by permission of SAGE Publications.




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