Meyer, J. W., Drori, G. S., & Hwang, H. (2006). World society and the proliferations of formal organization. In G. Drori, J. Meyer & H. Hwang. Globalization and Organization: World society and organizational change (pp.25-118). Oxford University Press

• Different lines of modern organization theory are rooted in different 'versions' of Weber.
• Organization; Long-term competitive evolution and increasing socio-technical complexity demanded more and more rationalization and standardization. = sharply bounded  from their environments, tightly controlled and coordinated, and driven by logics of e ciency
• -> Organiza­tions are deeply interdependent with, and constructed in, social and cultural environments. = loosely coupled.
• Modern globalisation; 3 properties
• Any analysis of a national economy or polity must take into account its close linkages with the world outside it. + Local talk includes components about global problems. 
• Common models are employed as standards; schools under trad­itional forms of physical discipline would come under severe criticism. 
• The world itself is a society; data are organized to describe properties of world society as a whole: aggre­gated for the world.
• 3 properties of the core myth of the national state
• Territorial conception; the national state could be organized around individual or family property, or as public bureaucratic administration
• Conception of citizenship
• Conception of uni ed sovereign purpose, vested variously in national and state centres (?)
• Brain drain to brain circulation
• Global institutions emphasize a universal cultural base of shared norms and core values.

• In classic bureaucracy, the sovereign is the ultimate external authority and decision-maker.
• classic bureaucracy depended on the legit­ imated authonty and capacity of the state.
• -> globalisation = professionalization of everybody
• Cultural material is structured in what amount to social movements; i.e., New Public Management movement, quality circles movement.
• Modern organisation
• a sovereign actor; managerial agency (= balance between autonomous authority and schooled accountability and responsibility)
• their own legitimated goals; (hubris for a traditional organization to claim its own goals)
• a medieval university was a university rather than an organization, and thus it did not announce organizational goals.
• tech­nical structures
• relying heavily on the know­ledge of the participants; a soft control structure
• member-individuals as partici­pants in its decision structures
• clear symbolic boundaries defining the limits of its actorhood