Abstract
This paper analyzes how new ideas imported to an institutional field in crisis as solutions to efficiency demands can sustain organizational conformity. Studying the exemplary case of a highly acclaimed innovation project in a leading legacy newspaper, my findings suggest that, even in conditions of decreasing organizational efficiency and apparent institutional failure, the transposition of new ideas can reproduce existing institutional arrangements. The process model I propose explains how this happens in a process of empty translation that removes diverging meaning from imported ideas, decoupling the transposed policy from actual practice. The suggested theoretical model provides insights to translation and decoupling micro-level dynamics and their effect on isomorphism.
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