Resisting the ‘protest business’: Bureaucracy, post-bureaucracy and active membership in social movement organizations
Resisting the ‘protest business’: Bureaucracy, post-bureaucracy and active membership in social movement organizations
复制标题
抵制“抗议活动”：官僚制、后官僚制和社会运动组织的积极成员
DOI：
10.1177/1350508411423697
复制
发表时间：
2012
期刊：
影响因子：
3
通讯作者：
S. Driver
中科院分区：
文献类型：
--
作者：
Alexander Hensby;Joanne Sibthorpe;S. Driver
在过去几十年中，会员制社会运动组织的合法性受到质疑（Bosso，2005年; Jordan和Maloney，1997年，2007年; Putnam，2000年）。作为专业经营的机构，SMOs被指责专注于通过会员营销来维持收入，而牺牲了促进会员积极参与的利益。简而言之，SMOs被认为是自私的“抗议企业”，对社会运动的积极性和公民参与的贡献很小。我们对一个领先的SMO的学生成员的研究与这一论断提出了异议。虽然在组织上，SMOs在其营销策略中可能会出现官僚主义和非个人化，但不能假设这种方法只能吸引被动的“支票簿活动家”。我们的研究结果表明，年轻的成员感到对SMO的忠诚和信任感，作为一个有效的“品牌领导者”在其领域，虽然这绝不是无情的。作为行动主义的反射性消费者，成员们也越来越习惯于新兴的后官僚主义“DIY”活动团体的灵活性。总之，SMOs将受益于组织与其年轻和更活跃的成员之间更强大和更一致的“反馈回路”，因为这将有助于为更大的创新提供空间，同时抵制自私的“官僚主义活动”趋势。
Over the past few decades, the legitimacy of membership-based social movement organizations (SMOs) has been called into question (Bosso, 2005; Jordan and Maloney, 1997, 2007; Putnam, 2000). As professionally-run institutions, SMOs have been accused of a preoccupation with maintaining income through membership marketing at the expense of fostering active participation among their members. In a nutshell, SMOs are seen to be self-serving ‘protest businesses’ which contribute little to social movement activism, and civic engagement in general. Our research into student members of a leading SMO takes issue with this assertion. Whilst organizationally SMOs can appear bureaucratic and impersonal in their marketing strategies, it cannot be assumed that this approach is only capable of attracting passive ‘chequebook activists’. Our findings suggest that younger members feel a sense of loyalty and trust towards the SMO as an effective ‘brand leader’ in its field, though this is by no means unrelenting. As reflexive consumers of activism, members have also grown more accustomed to the flexibilities of emerging post-bureaucratic ‘DIY’ activist groups. In sum, SMOs would benefit from a stronger and more consistent ‘feedback loop’ between the organization and its younger and more active members, as this will help provide scope for greater innovation whilst resisting tendencies towards self-serving ‘bureaucratized activism’.