Model Of Institutional Change Research Articles

COVID-19 and youth volunteering: Trajectory and structure of India’s National Service Scheme

The coronavirus disease 2019 (COVID-19) pandemic had a significant impact on people worldwide, including in India, where disadvantaged and marginalized populations reliant on institutional support were worse affected. In this context, healthcare and sanitation workers played a crucial role in addressing pressing health and sanitation needs. India’s National Service Scheme (NSS) fosters youth leadership through various programs and activities, with volunteering being a core component of its social services since its establishment. Conventionally, the NSS has been engaged in raising awareness about health issues and promoting community development; however, its visibility and effectiveness were diminished during the pandemic. This situation prompts an examination of the preparedness and capacity of NSS volunteers to effectively respond to community needs and manage health crises. Good health and well-being is one of the sustainable development goals, and the United Nations recognizes that achieving these goals is challenging without the active participation of youth. This study uses the institutional change model to analyze the current framework and roles of the NSS, exploring the potential of institutional and policy reforms in enhancing the participation of NSS youth volunteers in public health efforts, especially in tackling issues such as COVID-19. In addition, the study offers perspectives on current weaknesses in the organization, mobilization, and training of youth as a cohesive unit within community health systems, which may prevent them from responding effectively during times of crisis.

Establishment of a New Planning System in Ukraine: Institutional Change Between Europeanization and Post-Socialist Path Dependence

Most research on planning systems in Europe focused on North and West Europe, with limited interest in Central Europe and even less attention to ‘post-socialist’ Europe. This study examines the recent reform of spatial planning in Ukraine by developing a new model of institutional change. Based on the empirical findings, supported by the results of an adapted ESPON-COMPASS questionnaire, we argue that Ukraine has undergone a fundamental transformation of the planning system. The research contributes to the theoretical debate on international comparative planning research by establishing a new approach to studying institutional change in planning systems.

Understanding the evolution of competing institutional logics in the marketization of care: A stage model analysis of Australia's National Disability Insurance Scheme

This study explores the marketization of healthcare through a stage model analysis, focusing on Australia's National Disability Insurance Scheme (NDIS). By employing mixed methods, including sentiment and frequency analysis as well as qualitative content analysis of policy documents and media coverage, we trace the NDIS's evolution and the interplay of competing social welfare and market logics over time. Our findings underline that the evolution and interplay between competing institutional logics follow a stage model of institutional change, detailing pre-emergence, orientation, contestation, consolidation, and normalization phases. Additionally, we observe a shift in dominant institutional logics across different stages, demonstrating the critical role of media and public sentiment in shaping discourse about the marketization of care, which intertwines with policy decision-making. Our findings emphasize the importance of adaptive engagement and communication strategies by policymakers to avoid marginalizing vulnerable groups as institutional logics evolve, especially in the latter stages of the process when a dominant logic has emerged. The study highlights the complex dynamics of institutional change and offers insights for both researchers and practitioners in the healthcare sector, shedding light on the coevolution of competing logics in the policy development and implementation process.

Step by step: Utilizing Kotter's model to design and implement a strategic plan for institutionalizing interprofessional education and practice

Health professional schools are complex environments. Academic leaders of interprofessional education and practice (IPEP) have the unique challenge of navigating these intricacies on the individual and collective level to create a common vision that supports the sustainable implementation and assessment of quality interprofessional education (IPE). In order to move beyond a common approach to IPE that has been described as a “series of isolated events” that insufficiently address the Interprofessional Education Collaborative (IPEC) core competencies in their entirety, a strategic planning process can help institutions design and develop robust IPE experiences with intentionality.This article describes the steps taken in a formal strategic planning process to create and sustain a pan-university IPEP office to strengthen IPE and collaboration among emerging health professionals/schools-departments at a public flagship university in the southeastern U.S. Additionally, Kotter's model for institutional change highlights strategies to gain buy-in, and lessons learned. This paper provides a guide to help grow, sustain, and invest in formal IPEP programs for other academic institutions.

The American ‘doc fix’: Incremental policy change and the growth of US healthcare spending

The extraordinary growth of healthcare spending in the United States necessitates an incremental model of institutional change. Efforts to reduce social spending in the 1980s introduced strict cost controls on healthcare, yet this regulation was annually abated with temporary legislation known as ‘doc fixes’. We show that the institutions set up to control spending were slowly undermined through three mechanisms: the transformation of wider political and economic problems into technical ones, the ‘layering’ effect of repeated budgetary appropriations, and the moral arguments that sustained incremental spending growth. This case illustrates how creative responses to budget constraints may produce incremental change, driven by ideas about how markets and welfare should work.

Mixed reviews on diversity initiatives: toward an institutional change model for Black faculty in engineering and computing

IntroductionUniversities across the United States have implemented initiatives to enhance diversity in science, technology, engineering, and mathematics (STEM) fields, focusing on improving outcomes for racially minoritized students. While many diversity initiatives target undergraduate programs, there is a gap in support for STEM graduate students. Recognizing the persistent underrepresentation of racially diverse populations in STEM, the Biden-Harris Administration launched the “Raise the Bar: STEM Excellence for All Students” initiative, aiming to bolster STEM education nationwide. Foundations like the Sloan Foundation have developed pathways programs for STEM students, extending support into graduate school and the professoriate. The success of diversity initiatives often hinges on the participation and endorsement of underrepresented STEM faculty.MethodsThis study investigates the perspectives of twenty-nine Black engineering and computing faculty regarding diversity initiatives within their respective departments. Grounded theory methodology guided the qualitative analysis, enabling a deeper understanding of the racialized diversity management framework. Drawing on institutional racism perspectives, the study aimed to develop a theoretical framework elucidating institutional engagement with and implementation of diversity initiatives in engineering education.ResultsThe participants’ perspectives on diversity initiatives reflected features of organizational change. Three types of organizational environments emerged: 1) stagnant, characterized by aspirational commitments to diversity; 2) moderate, where underrepresented populations are recruited but expected to assimilate into the dominant culture; and 3) transformational, representing organizations taking significant steps towards creating equitable environments. The narratives of the study participants shed light on the varying effectiveness of efforts to increase the representation of successful Black students and faculty in engineering academia.DiscussionThe findings underscore the importance of understanding organizational contexts and dynamics in shaping the outcomes of diversity initiatives. By delineating the racialized diversity management framework, this study provides insights into the complexities of institutional engagement with diversity in engineering education. Addressing the challenges identified, particularly in environments characterized as stagnant or moderate, is crucial for advancing equity and inclusion in STEM fields. Effective diversity initiatives must go beyond recruitment efforts to create transformative, equitable environments conducive to the success of racially minoritized students and faculty in engineering academia.

Model of Institutional Integration of the Community Revolving Fund as a Source of Sustainable Capital and Poverty Alleviation in Rural Areas

This study attempts to create an integration model of institutional change from a government-driven initiative, specifically the integration of community revolving funds (DBM) into Village-Owned Enterprises (BUMDesa). In particular, every village in Banyuwangi Regency having a Village Credit Bank was included in this study. This study used descriptive qualitative research. The information was gathered using a combination of in-depth interviews, participant and non-participant observation, and document reviews. The data was examined for validity using a series of source triangulation, technique triangulation, and time triangulation. The institutional dynamics of community revolving funds (DBM) arising from government policies or programs. It was governed by overlapping rules from different independent bodies, which made it challenging to implement the transformation process and expensive to do so. The Village Credit Bank and the PNPM-Mandiri activity implementation unit (UPK) were eventually merged to create the Bumdesma business unit after overcoming numerous challenges. The Inter-Village Cooperation Agency (BKAD) and Bumdesma are two new organizations that were created as a result of the institutional change process but their existence does not enhance community services. The dynamics of institutional change and transformation led to disagreements over property rights, and uncertainty surrounding ownership status sparked the emergence of Free Riders who later converted BKD assets into KSPs run by a number of former managers, which in turn had an impact on the sale of BKD assets to private parties. The institutional transformation process caused BKD's institutional nature to move from private goods to common goods as a secondary bank of BRI. The oversight of Microfinance ex Village Credit Bank (BKD) is the sole aspect of Bumdesa business units that are covered in this research. This research is able to contribute a model of integrating the management of Bumdesa as a Common Resource as an effort to alleviate poverty in Indonesia.

Gradual and Transformative Institutional Change: the influence of stakeholders and advocacy coalitions at the Belo Monte Hydroelectric power plant

Abstract This work analyzes the performance of stakeholders and advocacy coalitions in processes of gradual institutional change based on the case study of the Belo Monte hydroelectric power plant. The methodology adopts content analysis, using shorthand notes of hearings held in the National Congress, and other publicly available documents. In-depth semi-structured interviews were also conducted, collecting data from individuals involved in the history of the power plant. The study allowed to characterize stakeholders pro or against the enterprise, observing their degree of influence and the role played. In addition, the work used the Advocacy Coalition Framework to verify how stakeholders formed three advocacy coalitions and exerted the strategies of institutional change ‘displacement,’ ‘conversion,’ and ‘layering’ following the gradual and transformative institutional change model. Empirical evidence indicates that the composition of coalition members may determine the type of institutional change and that institutional changes can also result from learning among coalitions, as the incorporation of socio-environmental considerations that have altered the original design of the hydroelectric power plant.

Gradual and Transformative Institutional Change: the influence of stakeholders and advocacy coalitions at the Belo Monte Hydroelectric power plant

Abstract This work analyzes the performance of stakeholders and advocacy coalitions in processes of gradual institutional change based on the case study of the Belo Monte hydroelectric power plant. The methodology adopts content analysis, using shorthand notes of hearings held in the National Congress, and other publicly available documents. In-depth semi-structured interviews were also conducted, collecting data from individuals involved in the history of the power plant. The study allowed to characterize stakeholders pro or against the enterprise, observing their degree of influence and the role played. In addition, the work used the Advocacy Coalition Framework to verify how stakeholders formed three advocacy coalitions and exerted the strategies of institutional change ‘displacement,’ ‘conversion,’ and ‘layering’ following the gradual and transformative institutional change model. Empirical evidence indicates that the composition of coalition members may determine the type of institutional change and that institutional changes can also result from learning among coalitions, as the incorporation of socio-environmental considerations that have altered the original design of the hydroelectric power plant.

The cultural evolution and ecology of institutions.

Human societies are structured by what we refer to as ‘institutions’, which are socially created and culturally inherited proscriptions on behaviour that define roles and set expectations about social interactions. The study of institutions in several social science fields has provided many important insights that have not been fully appreciated in the evolutionary human sciences. However, such research has often lacked a shared understanding of general processes of change that shape institutional diversity across space and time. We argue that evolutionary theory can provide a useful framework for synthesizing information from different disciplines to address issues such as how and why institutions change over time, how institutional rules co-evolve with other culturally inherited traits, and the role that ecological factors might play in shaping institutional diversity. We argue that we can gain important insights by applying cultural evolutionary thinking to the study of institutions, but that we also need to expand and adapt our approaches to better handle the ways that institutions work, and how they might change over time. In this paper, we illustrate our approach by describing macro-scale empirical comparative analyses that demonstrate how evolutionary theory can be used to generate and test hypotheses about the processes that have shaped some of the major patterns we see in institutional diversity over time and across the world today. We then go on to discuss how we might usefully develop micro-scale models of institutional change by adapting concepts from game theory and agent-based modelling. We end by considering current challenges and areas for future research, and the potential implications for other areas of study and real-world applications.This article is part of the theme issue ‘Foundations of cultural evolution’.

Cultivating a culture of scholarly teaching and learning in a college of engineering: An ecological design approach

ABSTRACT This paper describes a novel institutional change model, embodied in the Engineering Education Transformations Institute at the University of Georgia, that was intentionally designed to build community and expertise around scholarly teaching and learning in engineering education. The model is informed by several theoretical constructs, including complex systems theory, the propagation paradigm, a strengths perspective, and ecological design principles. The goals of this paper are twofold. First, we introduce these theoretical constructs and describe how they inform both the organisational structure and day-to-day operations of the Institute. Second, drawing on data collected using ethnographic methods and a thinking with theory analytical approach, we share two practice examples that demonstrate some of the opportunities and challenges associated with our institutional change efforts. The first example shows how our Institute’s programming enabled a teaching-focused faculty member to connect with others in our college in ways that dramatically enhanced his existing STEM (science, technology, engineering, and mathematics) outreach efforts to a local, resource-constrained high school. The second example demonstrates how complex systems theory and ecological design principles can be used to both create the conditions for scholarly teaching, learning, and research in engineering education, and provide a set of theoretical perspectives through which to better understand and solve challenges that arise in collaborative, educational research and practice settings.

What makes a major change of wildlife management policy possible? Institutional analysis of Polish wolf governance.

Poland was one of the first countries of Central and Eastern Europe with stable wolf populations to effectively introduce year-round protection of the species. This paper traces the process of policy change using institutional theory as an organizational perspective. Based on the analysis of data from desk research and semi-structured interviews, we propose a model of institutional change and argue that in the 1990s, environmental activists and wildlife biologists successfully used a political window of opportunity connected with socio-economic transformation after 1989 and managed to induce the government to move the species from the domain of hunting to the domain of nature conservation. The new policy, informed by an ecological paradigm, diverged from the historical path dominated by hunters and the vision of the wolf as a pest and a hunting target. The improved protection led to the numerical growth of Poland's wolves and ultimately to their westward expansion.

Between conflict and consensus: The Dutch depoliticized paradigm shift of the 1980s

How do deep economic crises reshuffle dominant policy frameworks? Institutionalist scholars such as Peter Hall, Mark Blyth, Vivien Schmidt and Colin Hay have focused particularly on the 1980s. The polarizing ascension of Thatcher and Reagan, characterized by a public battle of ideas, has become the prime example of a broader neoliberal turn. Based on this experience, it is common to assume that a shift in policy paradigm involves a politicized contest over ideas. The Dutch market-oriented reforms of the 1980s have long been described as a counterexample, representing an alternative, consensual trajectory of institutional change. As critics have pointed out, the problem with this account is that there is little evidence for an economic policy consensus in the 1980s. Based on the Dutch case, this paper proposes a third, depoliticized model of institutional change, where policy makers instigate a battle of ideas within the institutions, while politicians depoliticize the reforms in public debate.

Study on the Institutional Change of Early Childhood Education Quality Assurance in China: From the Perspective of Historical Institutionalism

This study discusses the institutional change of Chinese early childhood education quality assurance institution (ECEQAI) from the three dimensions of the perspective of historical institutionalism of that refer to the external environment, dynamic mechanism containing with nation-market-society, and the invisible ideology of the institutional change. Chinese ECEQAI was divided into five historical periods, which were 17 years after the founding of China (1949-1966), the Great Cultural Revolution (GCR) period (1966-1976), the early stage of Reform and Opening-up (RO) (1976-1995), the social change period (1995-2010) and the new period (2010-now). This study also concludes five separate change models for Chinese ECEQAI that correspond to the five periods. The first was a compulsory and gradual institutional change model influenced by the Soviet model and dominated by national power. The second was compulsory and radical change model controlled by the counter-revolutionary group. The third was a compulsory and gradual institutional change model dominated by national power. The fourth was induced and gradual<sup>①</sup> institutional change model driven by market power and forced by society power. The fifth was a compulsory and gradual institutional change model led by national power and forced by society power. Finally, the future change direction of China’s ECEQAI was further pointed out, that was the government-leading and tend to balanced three-pole power model of “Nation-Market-Society”, as well as the “three-pole power relationship” of indepth communication and positive interaction.

The Shaping of Diversity Management in France: An Institutional Change Analysis

This paper addresses the shaping of diversity management in France using a neo‐institutional perspective, through which non‐discrimination in the workplace is viewed as an organizational field structured around the problem of discrimination and the challenge of diversity management. The analysis draws on the process approach, together with the institutional change model as an analytical framework. By analysing the conditions in France, the authors contribute to the understanding of how diversity management has been managed over time. They also show how the environmental context, the position of institutional entrepreneurs, practices and boundaries affect institutional dynamics in a given organizational field.

Los condicionantes políticos de los procesos de profesionalización en América Latina. Un modelo de cambio institucional

El presente trabajo desarrolla un modelo de cambio institucional para analizar los condicionantes que operan sobre el nivel de institucionalización de las burocracias meritocráticas en dos países latinoamericanos: Chile y Argentina. De acuerdo con el modelo propuesto, el avance o grado de implantación de las meritocracias se muestra dependiente tanto de la capacidad de demanda y organización de actores de la sociedad civil y del Estado, como de la preeminencia de un determinado entramado político-institucional. La contrastación empírica del modelo arroja como resultado que la intensidad del poder de patronazgo de la presidencia es el principal condicionante del grado de institucionalización de los sistemas meritocráticos evaluados.

Mudança institucional e informações durante o período democrático

Understanding institutional change remains a major theme on the agenda of social sciences. Thus, this working paper analyzes, through a comparative perspective, the different institutional transformations of the Portuguese and Spanish intelligence systems after the transi¬tion to democracy and after 9/11.We applied an institutional change model centered on the relationship between ideas and interests, and used process tracing as a technique in order to identify the key drivers and inhibitors that explain the different institutional paths observed in the intelligence systems of both countries after two critical junctures.

How might organisational institutionalism support the challenges of the modern hospice?

The external environment within which UK charitable hospice care operates is changing. More people are dying with conditions other than cancer; however, this disease still dominates modern hospice care. Organisational institutionalism offers a theoretical lens through which to consider the challenges facing the hospice movement. Concepts such as legitimacy, decoupling, deinstitutionalisation, and reinstitutionalisation can help hospice leaders understand the challenges of change and some of the strategies that can be employed at local and national levels. This paper outlines a number of environmental and influencing factors driving and impacting change. A model of institutional change is introduced, explored, and considered from the context of hospice. When it comes to understanding change, legitimacy is a major concept introduced to challenge and pose questions for hospices to address. This paper proposes a model demonstrating a perspective regarding the current structure of services within hospice organisations. The model argues that only hospice care for people with cancer is truly institutionalised and that other areas of care lack comparable legitimacy. It provides 3 directions for hospice in addressing the challenges faced: (i) decoupling, (ii) deinstitutionalisation then reinstitutionalisation, and (iii) a new social movement. The paper concludes with recommendations for future consideration.

Writing and the Undergraduate Curriculum: Using Assessment Evidence to Create a Model for Institutional Change

AbstractIn this article, we describe the process of turning assessment results into substantial curricular revision, report on the mechanisms we used to encourage, measure, and reinforce successes, and outline the vertical and horizontal curriculum map of writing at Stetson University. We conclude with questions we have identified along the way and the developments we see ahead, as this instructional map for a critical skill has opened the door to similar maps for other critical skills.

The proliferation of multilateral development banks

Since 1945 the number of multilateral development banks (MDBs) has increased at a linear rate, with approximately one new MDB created every three years. The proliferation of MDBs has resulted in an inefficient duplication of international institutions with overlapping functions. Further, this trend contradicts our existing understanding of why states create countervailing international organizations. This article proposes a novel, two-step theoretical model of institutional change and creation in an attempt to explain this empirical puzzle. Utilizing the complementarities of rational-choice and historical institutionalism, the model demonstrates that the rational actions of states in the past can lead to seemingly irrational institutional change in the future. This process results in the repetitive creation of countervailing MDBs designed to solve the same functional problems. To evaluate the model’s hypotheses, three case studies are undertaken, employing archival material, internal documents, and 48 interviews conducted by the author in London, Washington, D.C. and Manila, Philippines. The empirical results are of direct interest to policy-makers currently negotiating the structure of new MDBs in Asia and Latin America.