Scapegoating

Rezensionen / Stimmen

'Scapegoating is a deep dive into a neglected feature of organizational life: the attribution of responsibility for system failure to individual employees. Professor Catino addresses the causes of scapegoating and the mechanisms by which organizations scapegoat through skillful theory building and vivid case studies. This is a masterpiece of integrative social science with profound lessons not just for organizations scholars, but for organizational leaders as well.' Paul DiMaggio, Professor of Sociology, New York University 'A fascinating, well-executed, deep dive into the often-neglected organizational scapegoat. Catino cuts across levels of analysis and disciplines with great creativity, offering an incisive new account of a regrettably old problem.' William S. Laufer, Julian Aresty Endowed Professor of Legal Studies and Business Ethics, Sociology, and Criminology; Co-Director, The Carol and Lawrence Zicklin Center for Governance and Business Ethics Research, The Wharton School, University of Pennsylvania 'Organizations constantly fail us, often in shocking ways. This fascinating book is necessary reading for anyone who truly wants to limit such failure. By opening our eyes to the organizational dynamics of blame-casting with insightful analysis of political and organizational scandals, we come to appreciate why we repeatedly succumb to our unjust and unproductive for symbolic stigmatization of individuals rather than engage in the painful but essential process of figuring out how our organizations and systems can be improved.' Ezra W. Zuckerman Sivan, Alvin J. Siteman Professor of Entrepreneurship and Strategy, MIT Sloan School of Management