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Organizational theory scholars typically see organizations as race-neutral bureaucratic structures, while race and ethnicity scholars have largely neglected the role of organizations in the social construction of race. The theory developed in this article bridges these subfields, arguing that organizations are racial structures—cognitive schemas connecting organizational rules to social and material resources. I begin with the proposition that race is constitutive of organizational foundations, hierarchies, and processes. Next, I develop four tenets: (1) racialized organizations enhance or diminish the agency of racial groups; (2) racialized organizations legitimate the unequal distribution of resources; (3) Whiteness is a credential; and (4) the decoupling of formal rules from organizational practice is often racialized. I argue that racialization theory must account for how both state policy and individual attitudes are filtered through—and changed by—organizations. Seeing race as constitutive of organizations helps us better understand the formation and everyday functioning of organizations. Incorporating organizations into a structural theory of racial inequality can help us better understand stability, change, and the institutionalization of racial inequality. I conclude with an overview of internal and external sources of organizational change and a discussion of how the theory of racialized organizations may set the agenda for future research.

Collective impact is an organizational model that is often used as a tool for solving complex social problems through cross-sector collaboration. Traditional applications of this model require a separate backbone organization to oversee the organizational partnership. Using qualitative data from a larger mixed methods study, we examined STEMSUCCESS, a STEM access program for K-12 girls, through the lenses of both collective impact and feminist matrix organizational theory. Our research questions focused on how participants characterized the organizational behaviors within and between the partnership as well as how the partnership accomplished the goals a backbone organization normally would. Although STEMSUCCESS exhibits characteristics of collective impact partnerships between universities and community organizations, we show how the partnership’s design calls into question the necessity of backbone organizations through centering women and promoting a non-hierarchical structure. Rather than a centralized backbone, we recommend reimagining the collective impact model as a quilt—a living project that is flexible, communally sourced, and rooted in feminism and social change.

PurposeFollett's relational process theory illuminates key aspects of interdependence among organizations in the field of education that are essential to fostering capacities for interorganizational resilience. The article argues for the necessity of developing mutualism in systems of education as essential preparation for times of instability and crisis, as demonstrated through recent experiences with the COVID-19 pandemic.Design/methodology/approachThis article provides an introduction to the relational process theory of Mary Parker Follett, a foundational theorist of organizing and administration. This theoretical review uses worked examples drawn from a collaborative, continuous improvement partnership focused on educational leadership preparation and development.FindingsThe author identifies four aspects of Follett's theory that connect most directly to collaborative, continuous improvement partnerships. These include mutualism as circular response, coactive power, embrace of difference through constructive conflict and integrating experience through learning. The article discusses how these offer an integrated framework of foundational concepts for nurturing and sustaining educational systems capable of adaptive change in the face of complex challenges.Originality/valueFollett's relational process theory offers a perspective on partnering as a dynamic and evolving constellation of interactions and activity. The implications of Follett's core ideas for education resonate beyond improvement partnerships and offer guidance at all levels of educational systems seeking to orient towards an evolutionary logic.

Using an explanatory sequential mixed-methods design, we analyze quantitative administrative and survey data and qualitative archival data to examine the organizational character of standardized test cheating among educators in Georgia elementary schools. Applying a theoretical typology that identifies distinct forms of rule breaking in bureaucratic organizations, we find that teacher-focused, individual-level explanations for cheating are inadequate, particularly in the context of large-scale cheating outbreaks. Our findings suggest cheating scandals tend to arise when rule-breaking decisions shift toward higher levels of the educational bureaucracy, and school and district leaders enact multiple strategies to motivate coordinated cheating efforts among lower-level educators. In these scenarios, a “bad apples” explanation focused on rogue teachers fails to account for the systematic organizational underpinnings of standardized test cheating. We describe the institutional and organizational predictors of organized adult cheating on standardized tests, and we conclude with a discussion of our findings’implications for education policy and research.

PurposeThis paper explores the emergence and shift in critical theories and problems-of-practice over the last 50 years.Design/methodology/approachQuipu is an Incan record-keeping system used across the Andes. Using multiple strings of different colors, hundreds of different knots were used to count, record historical events. The underlying idea of Quipu was that the intersection of knots and strings is a way of making memory tangible. I use the image of Quipu as a framework to organize my analytic memories and interpretation of research on school organization across spaces, people and generations.Findings I explore my own research and that of others who have influenced me, linking the strings of organizational theory to the knots representing changes in the educational environment that motivate research.Originality/valueThe paper is, in part, not only a reflective review of the literature but also a summation of the problems-of-practice that have engaged me and other scholars over a relatively long period of time.

PurposeThe article asserts that systems thinking and its concurrent organizational processes are central organizing structures in schools, yet “hide in plain sight” and are therefore underexplored and underutilized in leadership theorizing.Design/methodology/approachBy exploring the theoretical literature concerning school organization and leadership, tensions and contradictions within the literature are surfaced. The article examines and critiques distributed leadership theory and provides new directions for thinking about leadership practice based on school organization literature.FindingsRecent work (Kruse and Johnson, 2017; Murphy, 2015, 2016) suggests that schools are far too complex to be led and managed by a single dedicated leader, yet the practice of leadership remains largely reified within the literature (Bryk et al., 2015), Insofar as leadership theory relies on narratives derived from and about work of “the” leader, it ignores the larger system. A contrasting literature is that of distributed leadership (Gronn, 2000; Spillane, 2006). Yet, even within that literature, the focus remains on interpersonal interactions and conjoint actions concerning school operation. While not dismissing the importance of leadership as a theoretical and practical construct, thinking about leadership as less a property of individuals and more a variable within effective organizational practice holds promise for the study of educational leadership.Originality/valueThis article extends the existing literature by suggesting how systems processes and structures serve school leaders in addressing the leadership demands of fostering continuous (rather than episodic) change, processing information and creating contextual local knowledge with the potential to enhance school outcomes.

Drawing from resource dependence theory, this study explores the extent to which international student enrollment related to institutional decisions to shift to in-person instructional strategies during the COVID-19 pandemic. We focus our study particularly on July 2020, a time during which tensions around international students’ legal status in the US were especially high. Our results suggest that leaders at private not-for-profit institutions were significantly more likely to shift instructional strategies to include more in-person instruction, thus allowing more international students to enroll but also placing at risk the health of individuals on their campuses and in their local communities. A similar result was not found for public institutions. These results speak to the extent to which private institutions in the US have become financially dependent on international students’ tuition and have clear implications for the financial futures of US higher education institutions.

This paper researches on the influence of socialization strategies on users' learning behavior in online educating platform. According to the organizational socialization theory, four typical socialization strategies of brand communities are studied: information feedbacking, interactive supporting, member educating, and information providing. The study reveals that the above four strategies all have positive influences on social identification, and then promote learning frequency and time. The study also illustrates that the economic stimulus (i.e., extrinsic motivation) of platform has influences on the behavior (i.e., learning frequency and time) of users on it. This research sheds light on that extrinsic motivation of learning has enhancing/crowding out effect on the internal motivation of users.

Purpose This paper aims to take a critical view of the concepts of the Learning Organisation and Organisational Learning (LO/OL) and respond to two questions about their current state: are existing perspectives on LO/OL still fit for purpose? What are the possibilities for an alternative paradigm of LO/OL? Design/methodology/approach The paper critically reviews the literature of LO/OL and uses the concept of problematisation together with some guiding principles from ancient wisdoms to articulate an alternative paradigm. Findings Two waves of LO/OL are identified. A first wave rests on a series of assumptions that have shaped a predominant understanding of LO/OL, including the suppositions that all learning is good; that those organisations adopting LO/OL strategies are engaged in useful work and in pursuing socially valuable ends; and that neo-liberal beliefs favouring market-based solutions are the most appropriate response to organisational problems. A more reflexive approach to LO/OL has challenged these predominant views, and although it has had little impact on practice, it paves the way for a possible second wave perspective. With the help of a theoretical excursion of Taoism and Buddhism, the authors portray a possible picture of a new paradigm for LO/OL. Originality/value Whilst existing critical accounts have problematised the mainstream assumptions of LO/OL, they have not clearly indicated any different perspectives. Drawing upon ancient wisdom, the paper identifies some guiding principles for an alternative LO/OL paradigm and discourse.

Professional development [PD] providers can shape how teachers understand and implement new policies. Yet we have a limited understanding of how providers develop the ideas they promote. We explore this by examining social capital among mathematics PD providers. Using social network and interview data, we identified providers in brokerage positions and analyze their interactions. We found that broker behavior varied by organizational setting. Brokers in school districts typically discussed logistical issues related to PD delivery, while brokers outside of districts often discussed substantive mathematical topics. When district brokers did access substantive information, they rarely shared it. We conclude that (1) the disconnect between accessing and sharing diminished district brokers' ability to support PD in their districts and (2) the lack of substance diminished their ability to influence ideas about mathematics.