Fast Company (April 2012)
Meet up with the groundbreaking pacesetters and leading edge principles that make the company international take off. study what makes companies be triumphant. learn the way the simplest are thriving and the way you may as well. quick corporation isn't your commonplace conservative company journal - its enterprise with an part.
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Extra resources for Fast Company (April 2012)
Exploring this quandary would take center stage during ﬁeldwork. I would come to understand that, not only were investment bankers’ experiences of downsizing qualitatively different than that of most workers, but also that Wall Street investment banks’ institutional culture helped to produce a model of workplace relations that was crucial to analyzing and understanding ﬁnance capital’s approach to both American employment writ large and the making of markets. Given that recent work in social studies of ﬁnance has demonstrated that economists and ﬁnancial models and theories, not only describe and analyze ﬁnancial markets, but also perform and produce them (Callon 1998; MacKenzie 2006), it thus seemed a distinct possibility that studying the personal crises of investment bankers could provide a unique insight into the production of corporate restructuring and ﬁnancial crises.
He de-emphasizes participant observation as an often impossible method in studying up. Instead, he writes, the ethnography of the powerful needs to consist of ‘‘interacting with informants across a number of dispersed sites, not just in local communities, and sometimes in virtual form; and it means collecting data eclectically from a disparate array of sources in many different ways [such as] . . formal interviews . . extensive reading of newspapers and ofﬁcial documents . . careful attention to popular culture,’’ as well as informal social events outside of the actual corporate ofﬁce or laboratory (Gusterson 1997, 116).
Were they really ‘‘adding value,’’ deﬁned as directly boosting revenues or stock prices? The associate on the team wondered why we were wasting so much time there; in addition to being low prestige, the Account Services project was certainly not representative of the sort of ﬁnancial deal-making he had hoped to be involved in. At the same time, I was at a loss to explain why Wall Streeters, especially those in my group who were just downsized, were not more sympathetic to the concerns of these about-to-be-canned workers.