Institutionalism In Organizational Analysis Research Articles

The institutional foundation of economic development. By ShipingTang, Princeton University Press. 2022. ISBN: 9780691235561 (hardback); ISBN: 9780691235578 (paperback); ISBN: 9780691235585 (eBook)

Regional Science Policy & PracticeEarly View BOOK REVIEW The institutional foundation of economic development. By Shiping Tang, Princeton University Press. 2022. ISBN: 9780691235561 (hardback); ISBN: 9780691235578 (paperback); ISBN: 9780691235585 (eBook) Luca Storti, Corresponding Author Luca Storti [email protected] CPS Department, University of Torino, Lungo Dora Siena 100, Torino, 10153 ItalySearch for more papers by this author Luca Storti, Corresponding Author Luca Storti [email protected] CPS Department, University of Torino, Lungo Dora Siena 100, Torino, 10153 ItalySearch for more papers by this author First published: 07 June 2023 https://doi.org/10.1111/rsp3.12686Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL No abstract is available for this article. REFERENCES Boudon, R. (1991). What middle-range theories are. Contemporary Sociology, 20(4), 519– 522. https://doi.org/10.2307/2071781 Granovetter, M. (2017). Society and economy: Framework and principles. Belknap Press of Harvard University Press. Merton, R. K. (1968). Social theory and social structure. Free Press. Olson, M. Jr. (1996). Big bills left on the sidewalk: Why some nations are rich, and others poor. Journal of Economic Perspective, 10(2), 3– 24. https://doi.org/10.1257/jep.10.2.3 W. W. Powell, & P. J. DiMaggio (Eds.). (1991). The new institutionalism in organizational analysis. University of Chicago Press. https://doi.org/10.7208/chicago/9780226185941.001.0001 Storti, L., Urso, G., & Reid, N. (2022). Economies, territories, institutions: Analytical fragments of a complicated relationship. In L. Storti, G. Urso, & N. Reid (Eds.), Economies, institutions and territories. Dissecting nexuses in a changing world (pp. 1– 27). Routledge. C. Trigilia (Ed.). (2022). Capitalisms and democracies: Can growth and equality be reconciled? Routledge. https://doi.org/10.4324/9781003297130 Early ViewOnline Version of Record before inclusion in an issue ReferencesRelatedInformation

The Unanticipated Consequences of Purposive Political Action

526 Review Essays and Institutional Contradictions.’’ In The New Institutionalism in Organizational Analysis. Chicago: University of Chicago Press. Haedicke, Michael A. 2016. Organizing Organic: Conflict and Compromise in an Emerging Market. Stanford, CA: Stanford University Press. Krippner, Greta R. 2007. ‘‘The Making of U.S. Monetary Policy: Central Bank Transparency and the Neoliberal Dilemma.’’ Theory and Soci- ety 36(6):477–513. Lamont, Miche`le. 2012. ‘‘Toward a Comparative Sociology of Valuation and Evaluation.’’ Annual Review of Sociology 38(1):201–221. doi:10.1146/annurev-soc-070308-120022. Lamont, Miche`le, Jessica S. Welburn, and Crystal M. Fleming. 2016. ‘‘Responses to Discrimina- tion and Social Resilience Under Neoliberal- ism.’’ Pp. 143–76 in New Perspectives on Resilience in Socio-Economic Spheres, edited by A. Maurer. Wiesbaden: Springer Fach- medien Wiesbaden. doi:10.1007/978-3-658- Meyer, John W., and Brian Rowan. 1977. ‘‘Institu- tionalized Organizations: Formal Structure as Myth and Ceremony.’’ American Journal of Soci- ology 83(2):340–63. doi:10.1086/226550. Murray, Fiona. 2010. ‘‘The Oncomouse That Roared: Hybrid Exchange Strategies as a Source of Distinction at the Boundary of Overlapping Institutions.’’ American Journal of Sociology 116(2):341–88. doi:10.1086/653599. Stark, David. 2011. The Sense of Dissonance: Accounts of Worth in Economic Life. Princeton, NJ: Princeton University Press. The´venot, Laurent. 2015. ‘‘Certifying the World: Power Infrastructures and Practices in Econo- mies of Conventional Forms.’’ Pp. 195–226 in Re-Imagining Economic Sociology, edited by P. Aspers and N. Dodd. Oxford, UK: Oxford University Press. Weber, Max, Guenther Roth, and Claus Wittich. 1978. Economy and Society: An Outline of Inter- pretive Sociology. Berkeley: University of Cali- fornia Press. The Unanticipated Consequences of Purposive Political Action H EATHER A. H AVEMAN University of California-Berkeley haveman@berkeley.edu We all know about the very physical legacy of Franklin Roosevelt’s Works Progress Administration (WPA): Dealey Plaza in Dallas, the Fort Peck dam in Montana, LaGuardia Airport in New York City, Griffith Observatory in Los Angeles, the Merritt Parkway in Connecticut, Midway Airport in Chicago, the River Walk in San Antonio, and over 100,000 roads and bridges, water- works, schools, libraries, hospitals, post offices, dormitories, auditoriums, stadiums, and recreational facilities in towns and cities across the nation. But most of us don’t know about the cultural legacy: the American Guides, a series of travel-cum-local-color books, one for each state, penned by unem- ployed writers around the country. It is this cultural legacy that Wendy Griswold investi- gates in American Guides: The Federal Writers’ Project and the Casting of American Culture. The arts project was the first one proposed by the WPA. It focused on finding employ- ment for creative people in four fields: art, music, drama, and writing. In the face of intense criticism and contestation among Contemporary Sociology 46, 5 American Guides: The Federal Writers’ Project and the Casting of American Culture, by Wendy Griswold. Chicago: University of Chicago Press, 2016. 361 pp. $35.00 paper. ISBN: 9780226357836. writers’ associations, the architects of the WPA’s writers’ project chose a seemingly innocuous task for writers to tackle: develop travel guides to the 48 states, two territories (Alaska and Puerto Rico), and several cities. To explain how this came about, Griswold guides us through a history of the WPA, put- ting it in context with other state and federal relief programs, and then dissects the seven- year (1936 to 1943) life of the writers’ project in particular. To ground these developments in their cultural context, she tours the history of guidebooks, starting with antiquity and continuing up to the twentieth century. She next explores the history of travel, tourism, and vacations.

“Humans Cannot Communicate”—Unravelling the Mental Knots of Niklas Luhmann

DiMaggio, P. J. and W. W. Powell. 1991. Introduction (pp. 1–38) in Powell, W. W. and P. J. DiMaggio (eds) The New Institutionalism in Organizational Analysis. Chicago, IL: University of Chicago Press. DiMaggio, P. J. and W. W. Powell. 1991. ‘‘The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields’’ (pp. 63–82) in Powell, W. W. and P. J. DiMaggio (eds) The New Institutionalism in Organizational Analysis. Chicago, IL: University of Chicago Press. Foucault, M. 1980. Power/Knowledge. London, UK: Vintage. Garfinkel, H. 1967. Studies in Ethnomethodology. Englewood Cliffs, NJ: Prentice-Hall. Latour, B. 2005. Reassembling the Social. Oxford, UK: Oxford University Press. Law, J. 2004. After Method: Mess in Social Science Research. London, UK: Routledge. Meyer, J. W. and B. Rowan. 1991. ‘‘Institutionalized Organizations: Formal Structure as Myth and Ceremony (pp. 41–62) in Powell, W. W. and P. J. DiMaggio (eds) The New Institutionalism in Organizational Analysis. Chicago, IL: University of Chicago Press. Powell, W. W. and P. J. DiMaggio, eds. 1991. The New Institutionalism in Organizational Analysis. Chicago, IL: University of Chicago Press. Scott, W. R. and J. W. Meyer. 1991. ‘‘The Organization of Societal Sectors: Propositions and Early Evidence’’ (pp. 108–140) in Powell, W. W. and P. J. DiMaggio (eds) The New Institutionalism in Organizational Analysis. Chicago, IL: University of Chicago Press.

Hybridity Enacted in a Large English Housing Association: A Tale of Strategy, Culture and Community Investment

This paper seeks to advance the understanding of hybridity in the social housing sector by drawing on a multi-layered case study of a single, large housing association X (HAX) to illustrate how the competing logics that underpin that hybridity are enacted at a small, locally based subsidiary (Small Housing Association). The inherent paradoxes and complexity that characterise the third sector of housing in the UK have been explored in a study of the changing strategic management and organisational culture for community investment activities over a 2-year period at HAX. The study links the concepts of institutional logics [Friedland & Alford (1991) The New Institutionalism in Organizational Analysis. (Chicago, IL: University of Chicago Press); Thornton & Ocasio (1999) American Journal of Sociology, 105(3), pp. 801–843] in a social housing context [Mullins (2006) Public Policy and Administration, 21(3), pp.6–21] with organisational cultures [Gregory (1983) Administrative Science Quarterly, 28, pp. 359–376; Hofstede, 1993] to locate the strategic focus of the organisation in a logics–culture matrix. A link between a consumerist or customer logic and a prevailing corporate culture is identified, together with a more historic connection between a community logic and a weakening regional, locally responsive culture.

Using the Environmental Management System (EMS) to control the implementation and emergence the green strategies

Over recent years, the Environmental Management System (EMS) has become one of the most recognized instruments for operationalizing the CSR concept in companies. The objective of this study is to analyze how this management system is used in companies when they implement the intended green strategies and explore the new green strategies. To achieve this objective, two theoretical frameworks are used: the new institutionalism in organizational analysis and the levers of control of business strategy. The research methodology is qualitative and is comprises of three phases: an exploratory study; a multi-sites case study; and a longitudinal study. The data are analyzed with two softwares: Nvivo 7 and Alceste.

Organizational Fields and Competitive Groups in Higher Education: Some Lessons from the Bachelor/Master Reform in Germany

mrev management revue , Seite 187 - 203

Changes in accounting and financial information system in a Spanish electricity company: A new institutional theory analysis

This paper reports on the results of an intensive case study that investigated changes in the accounting and financial information system of a large Spanish electricity company (Sevillana). Sevillana was acquired by the Endesa Group upon the deregulation of the Spanish electricity sector (SES). Drawing on data from multiple sources including interviews, observations, discussions and documents, the paper aims to theorize the change in the accounting and financial information system. An integrated accounting and financial information system was imposed by the Endesa head office on Sevillana and other Endesa subsidiaries to support organizational changes designed in response to regulatory requirements. The institutional senvironment also interacted with market forces and intra-organizational power relations to either directly or indirectly influence the changes in the accounting and financial information system. Given the interplay between these forces, the paper draws on and extends the New Institutional Sociology (NIS) theory [DiMaggio, P.J., Powell, W.W., 1983. The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. Am. Sociol. Rev. 48, 147–160; Powell, W.W., DiMaggio, P.J., 1991. The New Institutionalism in Organizational Analysis. The University of Chicago Press, pp. 183-203] to understand the dynamics of the change.

Institutional Isomorphism and Public Sector Organizations

Although public sector organizations have long been seen as driving the institutionalization of business firms and nonprofit organizations, government agencies themselves have only occasionally been studied as subjects of institutional pressures. This research examines whether public sector organizations, when compared to organizations in the business and nonprofit sectors, are more or less as susceptible to mimetic, normative, and coercive pressures. Using data from the National Organizations Study (Kalleberg, et al., 1996), we discover that governmental organizations are in fact more vulnerable to all three types of institutional forces than other organizations, while the effect of institutional variables on for-profits and nonprofits is more sporadic. The susceptibility of public sector organizations to institutional pressures raises important questions for the field of public administration and has consequences for nonprofits and business firms, which are funded and regulated by government. Institutional Isomorphism and Public Sector Organizations Though it has not penetrated deeply into the public administration literature to date, the new institutionalism in organizational analysis has made significant contributions to our understanding of the dynamics of organizations. It has moved research away from overly rationalistic explanations of organizational behavior toward explanations that recognize that organizations are embedded in larger cultural and political contexts. It has shifted the focus of research from explaining why organizations are so heterogeneous to why organizations are so similar. Over the past decade, as its reach has extended across different topics, institutional theory has focused often on nonprofit organizations, such as art museums (DiMaggio 1991), colleges and universities (Kraatz 1998; Brint and Karabel 1991), humanitarian groups (Christiansen and Molin 1995), associations (Halliday 1993), and drug abuse units (D'Aunno, Sutton, and Price 1991). A number of studies has demonstrated the relevance of the institutional approach to for-profit organizations, including large corporations (Haunschild and Miner 1997; Davis and Greve 1997; Galaskiewicz and Wasserman 1989; Holm 1995), railroads (Dobbin 1995), law firms (Tolbert 1988), and high-tech companies (Suchman 1995; Powell 1998). Some research has also looked at public sector organizations (Tolbert and Zucker 1983; Meyer, Scott, and Strang 1987; Meyer et al. 1988.).

Political Entrepreneurship, Institutional Change, and American Political Development

Institutions are instruments of stability. Twenty years of research in the “new institutionalism” has produced voluminous studies into how structures constitute or constrain the behavior of actors in political, social, and economic contexts. Agenda controls order and limit the alternatives actors choose from, logics of appropriateness dictate appropriate “scripts” agents follow in structural contexts, learning effects and high initial fixed costs reinforce past choices in ways that restrict future alternatives.Kenneth A. Shepsle, “Institutional Arrangements and Equilibrium in Multidimensional Voting Models,” American Journal of Political Science 23 (1979): 27–59; Paul J. DiMaggio and Walter W. Powell, “Introduction” in The New Institutionalism in Organizational Analysis, ed. Walter W. Powell and Paul J. DiMaggio (Chicago: The University of Chicago Press, 1991); Paul Pierson, “Increasing Returns, Path Dependence, and the Study of Politics,” American Political Science Review 94 (2000): 251–67. In other words, institutions produce stability through “regulative, normative, or cognitive mechanisms” that limit, constitute, or constrain the range of alternatives actors confront.Elisabeth S. Clemens and James M. Cook, “Politics and Institutionalism: Explaining Durability and Change,” Annual Review of Sociology 25 (1999): 441–66.

Le néo-institutionnalisme dans l'analyse des organisations

The New Institutionalism in Organizational Analysis. Paul J. DiMaggio et Walter W. Powell [113-154]. This essay presents neither an overview nor a critique of the new institutionalism in organization theory, nor does it offer a research agenda. Rather, the authors locate the «neoinstitutional» organization theory presented here, first, among the several contemporary institutionalisms, especially those of economies and political science, and, second, within the disciplines of sociology and organization studies, both with reference to the «old» institutionalism and to independent but convergent developments in sociological theory. The authors close te paper with a discussion of several key open questions in institution al analysis.

The New Institutionalism in Organizational Analysis.

The New Institutionalism in Organizational Analysis.

The New Institutionalism in Organizational Analysis. Edited by Walter W. Powell and Paul J. DiMaggio. University of Chicago Press, 1991. 478 pp. Cloth, $65.00; paper, $24.95

The New Institutionalism in Organizational Analysis. Edited by Walter W. Powell and Paul J. DiMaggio. University of Chicago Press, 1991. 478 pp. Cloth, $65.00; paper, $24.95

The New Institutionalism in Organizational Analysis.

Long a fruitful area of scrutiny for students of organizations, the study of institutions is undergoing a renaissance in contemporary social science. This volume offers, for the first time, both often-cited foundation works and the latest writings of scholars associated with the approach to organization analysis. In their introduction, the editors discuss points of convergence and disagreement with institutionally oriented research in economics and political science, and locate the approach in relation to major developments in contemporary sociological theory. Several chapters consolidate the theoretical advances of the past decade, identify and clarify the paradigm's key ambiguities, and push the theoretical agenda in novel ways by developing sophisticated arguments about the linkage between institutional patterns and forms of social structure. The empirical studies that follow—involving such diverse topics as mental health clinics, art museums, large corporations, civil-service systems, and national polities—illustrate the explanatory power of institutional theory in the analysis of organizational change. Required reading for anyone interested in the sociology of organizations, the volume should appeal to scholars concerned with culture, political institutions, and social change.

The New Institutionalism in Organizational Analysis. Edited by Walter W. Powell and Paul J. DiMaggio. Chicago: University of Chicago Press, 1991. 478p. $65.00 cloth, $24.95 paper.

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.

BOOK REVIEWS

Book reviewed in this article:The Power to Manage? Employers and Industrial Relations in Comparative‐Historical Perspective edited by Steven Tolliday and Jonathan Zeitlin.Comparative Industrial Relations: Contemporary Research and Theory edited by Roy J. AdamsA Flexible Future? Prospects for Employment and Organisation edited by Paul Blyton and Jonathan MorrisLife and Death at Work: Industrial Accidents as a Case of Socially Produced Error by Tom DwyerEngineering Culture: Control and Commitment in a High‐Tech Corporation by Gideon KundaJapan and the Global Economy: Issues and Trends in the 1990s edited by Jonathan Morris.Designing Organizations: A Decision‐Making Perspective by Richard Butler. RoutledgeRethinking Organization: New Directions in Organization Theory and Analysis edited by Michael Reed and Michael HughesThe New Institutionalism in Organizational Analysis edited by Walter W. Powell and Paul J. DiMaggioContemporary British Industrial Relations by Sid Kessler and Fred BaylissTaming the Trade Unions: A Guide to the Thatcher Government's Employment Reforms, 1980‐90 by Charles G. Hanson, MacmillanHelping the Unemployed by R. DisneyThe Economy under Mrs Thatcher 1979–1990 by Christopher JohnsonInternational Comparisons of Vocational Education and Training for Intermediate Skills edited by Paul Ryan

The New Institutionalism in Organizational AnalysisThe New Institutionalism in Organizational Analysis, edited by PowellWalter W. and DiMaggioPaul J. Chicago: University of Chicago Press, 1991, 478 pp., $24.95, paper.

This article presents a review of the book “The New Institutionalism in Organizational Analysis,” edited by Walter W. Powell and Paul J. DiMaggio.

The New Institutionalism in Organizational Analysis

Long a fruitful area of scrutiny for students of organizations, the study of institutions is undergoing a renaissance in contemporary social science. This volume offers, for the first time, both often-cited foundation works and the latest writings of scholars associated with the approach to organization analysis. In their introduction, the editors discuss points of convergence and disagreement with institutionally oriented research in economics and political science, and locate the approach in relation to major developments in contemporary sociological theory. Several chapters consolidate the theoretical advances of the past decade, identify and clarify the paradigm's key ambiguities, and push the theoretical agenda in novel ways by developing sophisticated arguments about the linkage between institutional patterns and forms of social structure. The empirical studies that follow--involving such diverse topics as mental health clinics, art museums, large corporations, civil-service systems, and national polities--illustrate the explanatory power of institutional theory in the analysis of organizational change. Required reading for anyone interested in the sociology of organizations, the volume should appeal to scholars concerned with culture, political institutions, and social change.

The new institutionalism in organizational analysis

The new institutionalism in organizational analysis

The New Institutionalism in Organizational Analysis

The New Institutionalism in Organizational Analysis