Cynthia Hardy

Institutional Entrepreneurship in Emerging Fields: HIV/AIDS Treatment Advocacy in Canada

In a qualitative study of the emerging field of HIV/AIDS treatment advocacy in Canada, we found that institutional entrepreneurship involved three sets of critical activities: (1) the occupation of “subject positions” that have wide legitimacy and bridge diverse stakeholders, (2) the theorization of new practices through discursive and political means, and (3) the institutionalization of these new practices by connecting them to stakeholders’ routines and values.

Sustained product innovation in large, mature organizations: Overcoming innovation-to-organization problems.

We examined problems with sustained product innovation in 15 firms that averaged 96 years of age, 54,000 employees, and

Institutional Entrepreneurship as Embedded Agency: An Introduction to the Special Issue

9.4 billion in annual revenues. Findings reveal that the inability to connec...

INSTITUTIONAL EFFECTS OF INTERORGANIZATIONAL COLLABORATION: THE EMERGENCE OF PROTO-INSTITUTIONS

We are delighted to introduce this special issue of Organization Studies ,t he purpose of which is to develop a deeper understanding of the concept of institutional entrepreneurship and to offer new avenues for future research. This concept has been attracting considerable attention in recent years, as was reflected in the record number of papers that were submitted ‐ the largest number that this journal has received for any of its special issues to date. As a result, the selection process has been stringent and we are very pleased to present the eight articles in this special issue, all of which survived the demanding review process. Each of these articles contributes important insights to our understanding of institutional entrepreneurship and, collectively, they provide an important benchmark for subsequent research on this phenomenon. In different ways, they explore how actors shape emerging institutions and transform existing ones despite the complexities and path dependences that are involved. In doing so, they shed considerable light on how institutional entrepreneurship processes shape ‐ or fail to shape ‐ the world in which we live and work The term institutional entrepreneurship refers to the ‘activities of actors who have an interest in particular institutional arrangements and who leverage resources to create new institutions or to transform existing ones’ (Maguire, Hardy and Lawrence, 2004: 657). The term is most closely associated with DiMaggio (1988: 14), who argued that ‘new institutions arise when organized actors with sufficient resources see in them an opportunity to realize interests that they value highly’. These actors ‐ institutional entrepreneurs ‐ ‘create a whole new system of meaning that ties the functioning of disparate sets of institutions together’ (Garud, Jain and Kumaraswamy, 2002). Institutional entrepreneurship is therefore a concept that reintroduces agency, interests and power into institutional analyses of organizations. It thus offers promise to researchers seeking to bridge what have come to be called the ‘old’ and ‘new’ institutionalisms in organizational analysis (Powell and DiMaggio, 1991; Greenwood and Hinings, 1996). We preface these papers with some of our own observations on institutional entrepreneurship stemming from its paradoxical nature. Research on institutions has tended to emphasize how organizational processes are shaped by institutional forces that reinforce continuity and reward conformity. In contrast, the literature on entrepreneurship tends to emphasize how organizational processes

Resources, knowledge and influence: The organizational effects of interorganizational collaboration

We argue that collaboration can act as a source of change in institutional fields through the generation of “proto-institutions”: new practices, rules, and technologies that transcend a particular collaborative relationship and may become new institutions if they diffuse sufficiently. A four-year study of the collaborative activities of a small nongovernmental organization in Palestine suggests that collaborations that are both highly embedded and have highly involved partners are the most likely to generate proto-institutions.

Inter‐organizational Collaboration and the Dynamics of Institutional Fields

Inter-organizational collaboration has been linked to a range of important outcomes for collaborating organizations. The strategy literature emphasizes the way in which collaboration between organizations results in the sharing of critical resources and facilitates knowledge transfer. The learning literature argues that collaboration not only transfers existing knowledge among organizations, but also facilitates the creation of new knowledge and produce synergistic solutions. Finally, research on networks and interorganizational politics suggests that collaboration can help organizations achieve a more central and influential position in relation to other organizations. While these effects have been identified and discussed at some length, little attention has been paid to the relationship between them and the nature of the collaborations that produce them. In this paper, we present the results of a qualitative study that examines the relationship between the effects of interorganizational collaboration and the nature of the collaborations that produce them. Based on our study of the collaborative activities of a small, nongovernmental organization (NGO) in Palestine over a four-year period, we argue that two dimensions of collaboration - embeddedness and involvement - determine the potential of a collaboration to produce one or more of these effects. Copyright 2003 Blackwell Science Asia Pty. Ltd..

The Power Behind Empowerment: Implications for Research and Practice

While many aspects of the collaborative process have been discussed in the management literature, the connection between collaboration and the dynamics of institutional fields has remained largely unconsidered. Yet, collaboration is an important arena for inter–organizational interaction and, therefore, a potentially important context for the process of structuration upon which institutional fields depend. In this paper, we argue that institutionalization and collaboration are interdependent; institutional fields provide the rules and resources upon which collaboration is constructed, while collaboration provides a context for the ongoing processes of structuration that sustain the institutional fields of the participants.

Reflecting on reflexivity: Reflexive textual practices in organization and management theory

The 1990s have been called the “empowerment era,” yet growing evidence suggests that empowerment programs often fail to meet the expectations of both managers and employees. To provide a better understanding as to why empowerment programs often fail and to suggest how such failures may be averted, we examine the power behind empowerment. Ironically, although power and empowerment are inextricably linked, much of the work on empowerment in the business literature has been devoid of any discussion of power. We present a four-dimensional model which shows the multifaceted way in which power works. In it, we observe the similarities and differences in the ways that different theorists have approached the study of power, notably those ascribing to mainstream, critical, and Foucauldian perspectives. We then use this power model as a lens with which to examine empowerment practices in business. This analysis suggests a number of possible reasons for the failure of business empowerment programs and provides directions for future research and practice which might address these shortcomings.

No Joking Matter: Discursive Struggle in the Canadian Refugee System

This paper identifies four sets of textual practices that researchers in the field of organization and management theory (OMT) have used in their attempts to be reflexive. We characterize them as multi-perspective, multi-voicing, positioning and destabilizing. We show how each set of practices can help to produce reflexive research, but also how each embodies limitations and paradoxes. Finally, we consider the interplay among these sets of practices to develop ideas for new avenues for reflexive practice by OMT researchers.

Researching Organizational Discourse

Organizations often engage in discursive struggle as they attempt to shape and manage the institutional field of which they are a part. This struggle is influenced by broader discourses at the societal level that enable and constrain discursive activity within the institutional field. We investigate this relationship by combining a study of political cartoons, as indicators of the broader societal discourse around immigration, with a case study of the Canadian refugee system, a complex institutional field. Our analysis reveals the complex intertextual and interdiscursive relations that characterize and surround institutional fields, and shows how discursive struggle in the refugee determination system is shaped by, and shapes, broader societal discourses.