Hokyu Hwang

Problematizing Actors and Institutions in Institutional Work

The growing popularity of institutional work suggests a broad agentic turn in institutional approaches to organizational studies. We briefly describe the contribution of the evolving institutional-work research agenda. Then, we identify two problematic areas in this line of research: the privileged causal status of “actors” and the under-theorized nature of institutions. We suggest that re-engagement with insights of the earlier, foundational work in neo-institutional theory would benefit this emerging research agenda.

Civic Engagement and Nonprofit Lobbying in California, 1998-2003

Which types of nonprofit organizations make claims to the state by lobbying and what explains their involvement in the activity? Although many studies focus on organization-level characteristics, the authors argue that nonprofit lobbying is driven by two different dynamics that operate at the field level: cross-sector competition and social change mission. Analyzing data on nonprofit organizations in California from 1998 to 2003, the authors show that nonprofits in mission-driven fields are more likely to lobby than nonprofits in other fields, but cross-sector competition does not seem to influence lobbying at the field level. The authors also find that many organization-level characteristics matter and nonprofits with lobbying experience tend to make the activity a regular component of their organizational repertoire. These findings have a variety of implications for work on civic engagement and the authors conclude with a discussion of the implications.

Global organization: Rationalization and actorhood as dominant scripts

One of the dominant features of the age of globalization is the rampant expansion of organization. In particular, formal, standardized, rationalized, and empowered forms of organization expand in many domains and locales. We discuss these features of organization, showing that hyper-rationalization and actorhood are main themes of organization across presumably distinct social sectors and national societies. We explain the ubiquity of such organizational forms in institutional terms, seeing the global culture of universalism, rationality, and empowered actorhood as supporting the diffusion of managerial roles and perspectives.

Learning From Learning Theory A Model of Organizational Adoption Strategies at the Microfoundations of Institutional Theory

In spite of recent interest in its microfoundations, institutional theory’s account of what, why, and when ideas diffuse remains limited and oversocialized. As such, it is unclear how firms decide what to adopt and how these decisions evolve across a population as innovations spread and become taken for granted. We review recent work in institutional theory on this issue and draw from learning theory to inform institutional accounts of adoption decisions in ways that add to current explanations of organizational heterogeneity. In particular, we develop a model of adoption strategies that explains how firms identify which practices to adopt by drawing on knowledge that is either local or distant (search scope) to understand what works and what does not (mindfulness). We then theorize how the decision to adopt is further conditioned by the extent of diffusion (temporal variation) and the characteristics of the field, organization, and innovation (decision context). We discuss the implications of this model for our understanding of how things diffuse and identify additional ways in which the microfoundations of institutional theory can be advanced by studying how organizations learn.

Internal and External Determinants of Formal Plans in the Nonprofit Sector

ABSTRACT The study of formal planning in nonprofits and the public sector is thriving, with management gurus providing abundant advice on its value and proper execution. We address a related, but broader issue: why has the management tool of formal planning become prevalent in organizations with a public goal in the first place? To answer this question, we draw on insights from institutional theories of organization, bringing a fresh perspective to the increasingly common practice of formal planning in the administration of public entities. Using a unique dataset constructed from interviews with a random, representative sample of the leaders of 200 nonprofits in the San Francisco Bay Area, we analyze the factors associated with the presence of a formal plan. We combine the interview data with details on organizational characteristics from tax reports and consider the features of nonprofits that plan using logistic regression. The findings reveal that size and capacity are important, but links to an external, rationalized environment dampen the effects of both. Thus, functional factors, while important, are insufficient to explain why nonprofits engage in planning. For those interested in promoting formal planning as a management tool, our findings provide insight into other organizational features that promote the use of planning. And for those concerned with the potentially deleterious effects of this tool in the nonprofit sector, we show that certain types of organizations seem adept at maintaining a less formal structure.