Nelson Phillips

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

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.

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

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..

Bridging Institutional Entrepreneurship and the Creation of New Organizational Forms: A Multilevel Model

The question of how new organizational forms are created remains an unsolved problem in new institutional theory. We argue that one important way that new organizational forms emerge is through a process of bridging institutional entrepreneurship, which involves an institutional entrepreneur combining aspects of established institutional logics to create a new type of organization underpinned by a new, hybrid logic. Building on an in-depth case study of a social enterprise in the United Kingdom, we present a model of the institutional work required for this type of institutional entrepreneurship. The model highlights the multilevel nature of bridging institutional entrepreneurship, showing that it entails institutional work at the micro-, meso-, and macrolevels. The study contributes to the literature by examining an important way that institutional entrepreneurs create new organizational forms; shedding light on the relationship between individual, organizational, and societal level institutional processes; and exploring the relationship between entrepreneurship and institutional entrepreneurship.

Inter‐organizational Collaboration and the Dynamics of Institutional Fields

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.

Remembrance of Things Past? The Dynamics of Organizational Forgetting

How organizations create, transfer, and retain knowledge has been the focus of intensive investigation by management researchers. However, one aspect of the dynamics of knowledge--organizational forgetting--has received comparatively little attention. In this paper, we draw on an exploratory, multiple-case study of learning in international strategic alliances to explore how and why organizations forget. Based on our case study, we develop a theory of organizational forgetting, discuss the role of forgetting in the dynamics of organizational knowledge, and present a typology of types of organizational forgetting.

The Birth of the 'Kodak Moment': Institutional Entrepreneurship and the Adoption of New Technologies

In this paper, we adopt a discourse analytic methodology to explore the role of institutional entrepreneurs in the process of institutional change that coincides with the adoption of a radically new technology. More specifically, we examine how Kodak managed to transform photography from a highly specialized activity to one that became an integral part of everyday life. Based on this case, we develop an initial typology of the strategies available to institutional entrepreneurs who wish to affect the processes of social construction that lead to change in institutional fields. The use of discourse analysis in analysing institutional change provides new insights into the processes through which institutional fields evolve as well as into how institutional entrepreneurs are able to act strategically to embody their interests in the resulting institutions.

From Moby Dick to Free Willy: Macro-Cultural Discourse and Institutional Entrepreneurship in Emerging Institutional Fields

In this paper, we draw on a case study of the development of commercial whale-watching on Canada’s west coast to explore the role of macro-cultural discourse and local actors in the structuration of new institutional fields. We argue that the development of the commercial whale-watching industry in the area was made possible by broad macrocultural changes in the conceptualization of whales in North America. At the same time, however, the characteristics of the geographically distinct institutional fields that emerged depended on local action and the processes of structuration that those actions supported. The constitution of specific new fields required interested actors to engage in the institutional innovation and isomorphism that produced the unique networks of relationships and sets of institutions that constituted those fields.

Altruism and Agency in the Family Firm: Exploring the Role of Family, Kinship, and Ethnicity

This article examines the relationship between altruism and agency costs in family business through an in–depth case study of a family firm. We found that altruism reduced agency costs in the early stages of the business, but that agency problems increased as the venture became larger and more established. Moreover, we suggest that altruistic behavior need not be confined to family and close kin, but may extend through networks of distant kin and ethnic ties. We thus present a more complex view of the agency relationship in family business than is often portrayed in the existing literature.

Telling Organizational Tales: On the Role of Narrative Fiction in the Study of Organizations

In this article, I argue for the benefits of encouraging the use of novels, short stories, plays, songs, poems, and films as legitimate approaches to the study of management and organization. In particular, I argue that these forms of narrative fiction provide a useful addition to our ways of thinking about organ izations and an indispensable approach to strengthening the connection between organizational analysis as an academic discipline and the subjective experience of organizational membership. I begin by arguing that the division between narrative fiction and traditional forms of organizational analysis is overdrawn — that organizational researchers and writers of fiction share important interests and use complementary methods in investigating social phenomena. In the latter portion of the article I suggest some specific applica tions of the techniques and products of narrative fiction including narrative fiction as a teaching tool, as a source of data, as a method for exploring the applicability of theoretical perspectives, and as a resource useful in embel lishing papers and presentations.

No Joking Matter: Discursive Struggle in the Canadian Refugee System

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.