The Experts below are selected from a list of 114867 Experts worldwide ranked by ideXlab platform
Thomas B. Lawrence - One of the best experts on this subject based on the ideXlab platform.
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institutional work in the transformation of an Organizational Field the interplay of boundary work and practice work
Administrative Science Quarterly, 2010Co-Authors: Charlene Zietsma, Thomas B. LawrenceAbstract:We draw on an in-depth longitudinal analysis of conflict over harvesting practices and decision authority in the British Columbia coastal forest industry to understand the role of institutional work in the transformation of Organizational Fields. We examine the work of actors to create, maintain, and disrupt the practices that are considered legitimate within a Field (practice work) and the boundaries between sets of individuals and groups (boundary work), and the interplay of these two forms of institutional work in effecting change. We find that actors' boundary work and practice work operate in recursive configurations that underpin cycles of institutional innovation, conflict, stability, and restabilization. We also find that transitions between these cycles are triggered by combinations of three conditions: (1) the state of the boundaries, (2) the state of practices, and (3) the existence of actors with the capacity to undertake the boundary and practice work of a different institutional process. The...
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Watching Whale Watching: Exploring the Discursive Foundations of Collaborative Relationships
The Journal of Applied Behavioral Science, 1999Co-Authors: Thomas B. Lawrence, Nelson Phillips, Cynthia HardyAbstract:In this article, the authors develop a discourse analytic framework for examining the antecedents, dynamics, and outcomes of interOrganizational collaboration. They argue that a framework based on a discursive understanding of collaboration can provide a coherent basis for understanding the dynamics of collaboration, the relation of collaboration to its broader institutional context, and the management and facilitation of collaborative activity as a communicative process. The authors base this framework on a study of the fabric of collaborative relationships that characterize one Organizational Field—the Pacific Northwest whale-watching industry. The theoretical framework they have developed frames collaboration as the discursive negotiation of the issues to be addressed by the collaboration, the interests relevant to the collaboration, and the actors who should represent these legitimate interests.
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Institutional Work: Maintaining an institution in a contested Organizational Field: the work of the AACSB and its constituents
Institutional Work, 1Co-Authors: Thomas B. Lawrence, Roy Suddaby, Bernard LecaAbstract:T he concept of institutional work (Lawrence & Suddaby, 2006) offers an important new way to frame institutional analysis, connecting disparate (at least in the empirical literature) institutional processes such as creating, maintaining, and disrupting institutions. With its focus on practical action within Organizational Fields, institutional work is concerned with the status of the institution itself, rather than simply the impact of institutions on other actors in an Organizational Field (Lawrence & Suddaby, 2006). We contribute to the study of institutional work by theoretically and empirically examining the question of how an institution maintains its impact on an Organizational Field in the face of change and the emergence of alternative mechanisms for structuring a Field. As such, we are working with a case of institutional work that Battilana and D'Aunno (this volume) describe as practical-evaluative agency aimed at maintaining institutions. Specifically, we examine this in the context of legitimating organizations – organizations such as accrediting bodies, regulatory organizations, and governance associations – established to maintain particular institutional arrangements. Individuals and organizations play an important role in Organizational Fields and the ongoing reproduction of institutions (Berger & Luckmann, 1966). Legitimating organizations maintain particular institutional arrangements by conferring legitimacy on other social actors and establishing mechanisms of compliance and membership (e.g. Lawrence, 2004). Although institutions represent a mechanism through which new processes, actors, and Organizational forms can be integrated into a Field (Greenwood, Suddaby & Hinings, 2002), legitimating organizations are often the public vehicle and symbolic touchstone for these institutional processes.
Kiwon Jung - One of the best experts on this subject based on the ideXlab platform.
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Intended rationality in exit decisions: The Organizational Field of rivals as a source of signal in segment exit decisions by Korean SI ventures, 2000–2006
Australian Journal of Management, 2015Co-Authors: Dongyoub Shin, Sunhyuk Kim, Kiwon JungAbstract:This paper examines how the aggregated actions of rivals belonging to the same Organizational Field affect a firm’s exits from existing market segments. We argue that while a firm’s exit decisions are strongly influenced by the aggregated actions by other firms which may serve as an uncertainty-reducing signal, the focal firm’s strategic responses to signals from the Organizational Field of rivals are more complicated, informed, and rational, than is usually suggested. For instance, in its evaluation of signals about segment attractiveness based on the aggregated actions of rivals, the focal firm will give different weights to rivals’ actions according to the strength of competitive threat, will make refined inferences about the attractiveness of a segment based on the performances of rivals, and will give a greater weight to recent actions by rivals than to older ones. The results of our event history analysis of all segment exits by Korean SI ventures support all our hypotheses.
R. Daniel Wadhwani - One of the best experts on this subject based on the ideXlab platform.
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Poverty's Monument: Social Problems and Organizational Field Emergence in Historical Perspective
Journal of Management Studies, 2018Co-Authors: R. Daniel WadhwaniAbstract:This article draws on historical institutionalism as an approach to studying the relationship between business institutions and major social problems. Using the historical case of the emergence of savings banking as an Organizational response to poverty in the nineteenth†century United States, I develop three conceptual claims about how social problems shape the processes of institutional and Organizational change. First, I show how the ‘historical framing’ of social problems shapes the processes of problematization, design, and legitimation related to institutional change. Second, I demonstrate how the dynamics of cooperation, competition, and alignment between an emerging Organizational Field and other Fields shape the evolution of institutional responses to social problems. And finally, I illustrate how historical revisionism as a methodological approach can help management scholars re†consider settled empirical and theoretical claims in a way that takes social problems into account.
Marc H Anderson - One of the best experts on this subject based on the ideXlab platform.
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commitment to an emerging Organizational Field an enactment theory
Business & Society, 2013Co-Authors: Alfred A Marcus, Marc H AndersonAbstract:This article builds an enactment theory to explain the continuing commitment of entrepreneurs to an emerging Organizational Field like energy efficiency and renewable energy, which is widely seen a...
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Commitment to an Emerging Organizational Field: An Enactment Theory
Business & Society, 2010Co-Authors: Alfred A Marcus, Marc H AndersonAbstract:This paper builds an enactment theory to explain the continuing commitment of entrepreneurs to an emerging Organizational Field like energy efficiency and renewable energy, which is widely seen as being in the interests of society. We propose that when such a Field is constrained by such factors as low energy prices and a lack of government support, the actions that entrepreneurs take to educate stakeholders drives the entrepreneurs’ continuing commitment to the Field. These actions are supported by the entrepreneurs’ perceptions of the Field’s attractiveness, their beliefs that they produce superior products and services, and their beliefs regarding the likelihood of disruptive exogenous change.
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Commitment to an Emerging Organizational Field, Institutional Entrepreneurship, and the Perception of Opportunity: An Enactment Theory
SSRN Electronic Journal, 2008Co-Authors: Alfred A Marcus, Marc H AndersonAbstract:Given an indifferent institutional environment, ongoing commitment to an emerging Organizational Field is critical. We build and test an enactment theory of commitment that holds that commitment is driven by institutional entrepreneurship, specifically actions to educate stakeholders, but that this factor is mediated by perception of an opportunity that rests on beliefs in industry attractiveness, superior products and services, and the likelihood of disruptive exogenous change. We illustrate this theory with findings from surveys of energy efficiency and renewable energy businesses. The results highlight the central role of actions to educate stakeholders. When an institutional domain is not yet fully established, the effect of entrepreneurs' actions to educate stakeholders is not just external, but has an important inward function of bolstering the entrepreneurs' ongoing commitment to the emerging Field.
Jesper Strandgaard Pedersen - One of the best experts on this subject based on the ideXlab platform.
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From Press to E-Media? The Transformation of an Organizational Field
Organization Studies, 2004Co-Authors: Carmelo Mazza, Jesper Strandgaard PedersenAbstract:The dynamics of Field transformation is an under-investigated topic within organization theory. Drawing on the new institutional theory of organization, Field transformation dynamics is examined, focusing on four change factors—external shocks, changes at the Field periphery, ineffective isomorphic pressures and rearrangement of Field boundaries. The impact of and interplay between these change factors is investigated within the business press Field in Denmark and Italy over the last four decades. Four propositions are suggested and explored to analyse the relevance of change factors in the transformation of the business press Field. The evidence from the Danish and Italian cases reveals how changes from the Field periphery have minor impact on the Field transformation, whereas external shocks, ineffective isomorphic pressures and boundary rearrangements play a major role. Based on these findings, a research agenda is suggested encompassing theory-driven attempts to define change factors and identify patt...