Courses:
| Soc 115 | Utopia in Theory and Practice |
| Soc 304 | Social Networks and Social Processes |
| Soc 319 | Contemporary Sociological Theory |
| Soc 528 | Conflict and the Nation-State |
| Soc 540 | Graduate Seminar in Organizational Research |
| Soc 558 | Module on Event History Analysis |
Research
My work examines processes of institutional change and diffusion in the organizational and political worlds. Recent projects include qualitative and quantitative analysis of imitation and innovation via a case study of a global bank and its benchmarking program, research on public sector downsizing, and analysis of the post 9/11 spread of civil liberties resolutions across American cities. Current projects include work on managerial hiring and firing, comparative analysis of progressive municipal campaigns (climate change, living wage, anti-war, nuclear freeze, and civil liberties), and examination of the evolving formal structure of social scientific articles.
Software
mhdiff: software and documentation
Recent papers
Mary C. Still and David Strang, "Who does an elite organization emulate?" Administrative Science Quarterly, forthcoming.
Bogdan Ion Vasi and David Strang, "Civil liberty in America: the diffusion of municipal Bill of Rights resolutions after the passage of the USA PATRIOT Act." American Journal of Sociology, forthcoming.
Michael Lounsbury and David Strang, forthcoming. "Social entrepreneurship: success stories and logic construction." In D. Hammack and S. Heydemann, Globalization, Philanthropy and Civil Society: Projecting Philanthropic Logics Abroad. Indiana University Press: Bloomington IN.
David Strang and Dong-Il Jung, "Participatory improvement at a global bank: the diffusion of quality teams and the demise of a six sigma initiative." Organizational Studies 30 (2009): 35-57.
Chang Kil Lee and David Strang, "The international diffusion of public-sector downsizing: network emulation and theory-driven learning." International Organization 60 (2006): 883-909.
David Strang and Mary C. Still, "Does ambiguity promote imitation, or hinder it? an empirical study of benchmarking teams." European Management Review 3 (2006): 101-12.
Robert David and David Strang, "When fashion is fleeting: transitory collective beliefs and the dynamics of TQM consulting." Academy of Management Journal 49 (2006): 215-33.
David Strang and Dong-Il Jung, "Organizational Change as an Orchestrated Social Movement: Recruitment to a Quality Initiative." In G.F. Davis, D.McAdam,W.R.Scott, and M.N.Zald, eds., Social Movements and Organization Theory. Cambridge University Press, 2005.
David Strang and Mary C. Still, "In Search of the Elite: Revising a Model of Adaptive Emulation with Evidence from Benchmarking Teams." Industrial and Corporate Change 13 (2004): 309-33.
David Strang and Young-Mi Kim, "Diffusion and Domestication of Managerial Innovations: The Spread of Scientific Management, Quality Circles, and TQM between the United States and Japan." Pp. 177-99 in S. Ackroyd, P. Thompson, P. Tolbert and R. Batt, eds., The Oxford Handbook of Work and Organization. Oxford University Press, 2004.