Entrepreneurial sons, patriarchy and the Colonels' experiment in Thessaly, rural Greece

Existing studies within the field of institutional entrepreneurship explore how entrepreneurs influence change in economic institutions. This paper turns the attention of scholarly inquiry on the antecedents of deinstitutionalization and more specifically, the influence of entrepreneurship in shaping social institutions such as patriarchy. The paper draws from the findings of ethnographic work in two Greek lowland village communities during the military Dictatorship (1967–1974). Paradoxically this era associated with the spread of mechanization, cheap credit, revaluation of labour and clear means-ends relations, signalled entrepreneurial sons’ individuated dissent and activism who were now able to question the Patriarch’s authority, recognize opportunities and act as unintentional agents of deinstitutionalization. A ‘different’ model of institutional change is presented here, where politics intersects with entrepreneurs, in changing social institutions. This model discusses the external drivers of institutional atrophy and how handling dissensus (and its varieties over historical time) is instrumental in enabling institutional entrepreneurship

Organizational evolution and the Olympic Games: the case of sport climbing

This paper discusses the processes underpinning the evolutionary development of sport climbing in recent decades, with a particular focus on the impact of its inclusion in the Olympic Games. New institutionalism and resource-dependence theory provide an analytical and explanatory framework for this study. The research adopted a qualitative method strategy comprising a series of interviews and the analysis of documents, reports, press and social media. The recent inclusion of the sport in the Tokyo 2020 Olympic programme has created challenges, primarily because of strong values inherent within the sport. The research, however, shows that the values of a sport can expand and develop in order to fit the regulatory legitimacy required by inclusion in the Olympic Games. Nonetheless, the research also shows that involvement with the IOC raises questions about who ‘owns’ the sport

Anchors aweigh: the sources, variety, and challenges of mission drift

The growing number of studies which reference the concept of mission drift imply that such drift is an undesirable strategic outcome related to inconsistent organizational action, yet beyond such references little is known about how mission drift occurs, how it impacts organizations, and how organizations should respond. Existing management theory more broadly offers initial albeit equivocal insight for understanding mission drift. On the one hand, prior studies have argued that inconsistent or divergent action can lead to weakened stakeholder commitment and reputational damage. On the other hand, scholars have suggested that because environments are complex and dynamic, such action is necessary for ensuring organizational adaptation and thus survival. In this study, we offer a theory of mission drift that unpacks its origin, clarifies its variety, and specifies how organizations might respond to external perceptions of mission drift. The resulting conceptual model addresses the aforementioned theoretical tension and offers novel insight into the relationship between organizational actions and identity

Uninhibited Institutionalisms

Institutional theory (IT) is a very influential set of approaches in organization studies. There is increasing critique that the set is becoming uninhibited: too broad, dispersed, and confusing. Efforts to rejuvinate the field(s) have led to all-embracing definitions and efforts to account for too much, which makes it difficult to identify what is distinct about the assembly of research. This article discusses critically the state of IT and suggests some reconceptualizations of institution and institutional theory and points at some alternative lines of development

Handling Uncertainty of Strategic Ambitions—The Use of Organizational Identity as a Risk-Reducing Device

Organizational identity can be designed to reduce the risks of uncertainty about future states of public organizations and the inherent potential issues related to evaluation and assessment. As such, organizational identity may shape a congruent and credible self-representation of the university, where a consistent narrative articulates compliance to diverse institutional frameworks, commitment to organizational distinctiveness, and a sensible rationale for strategic change. By examining the strategic plans of four European universities over a 10-year period of major organizational change, the paper discusses the subtleties of the specific combinations of the three different functions and the implications for institutional leadership

Taming trilogues: the EU's law-making process in a comparative perspective.

Trilogues have become the modus operandi of EU decision-making. They are an informal but institutionalised mechanism providing for in camera discussions of legislative texts between the three main EU decision-making institutions, with a view to securing legislative compromises. Trilogues present risks to an organ of parliamentary representation through their potential to depoliticise conflict and by reducing the accountability and transparency of the decision-making process. We examine how the European Parliament (EP) has responded to trilogues and what this response tells us about the development of the EP as an institutionalised organ of representative democracy. We compare these with arrangements for bicameral conflict resolution in the United States, where similar issues are presented by informal mechanisms of decision-making. We assess the institutionalisation of trilogues from a democratic perspective, highlighting achievements and future challenges, and the value of these findings for the ongoing reflection on the EP as a normal parliament and the role of informal institutions in EU law-making

Failure or success? Defensive strategies and piecemeal change among racial inequalities in the Brazilian banking sector

We analyze how Brazilian Black Movement organizations and banks deployed different mechanisms like cooperation, cooptation, and confrontation that generated affirmative action initiatives in the banking sector at the beginning of this century. Black movement organizations triggered an institutional change by connecting fields and exploring a constellation of strategies. However, Brazilian banks adopted defensive strategies aiming to accommodate their interests. We find that only piecemeal change occurred, as the field’s structures – resource distribution and power – remained unscratched. We conclude by noting how the success of social movement strategies can depend upon the framing and sense-giving work that social movements conduct in their continuous jockeying activity toward incumbents

Values - reviewing the construct and drawing implications for values work in organisation and leadership. Kap. 2

I: H.Askeland, G. Espedal, B. Jelstad Løvaas & S. Sirris (Eds.), Understanding values work : Institutional perspectives in organizations and leadershipThis chapter outlines the trajectory of values, particularly within streams of organisational institutionalism, in order to analyse its application to values work in organisation and leadership. Conveying a frame for discussing values work, it aims at clarifying how to conceptualise the term values. Discussing classic and recent contributions, the chapter proposes seeing values as individual and collective conceptions of desirable trans-situational behaviours, objectives and ideals, serving to guide or valuate practice. Despite being an essential part of defining organisational institutionalism, and its sub-streams, values are seldom explicated. Utilising values in organisational and leadership research requires attention to their situatedness in contexts, and this chapter argues they are salient to organisations operating in pluralistic institutional environment. Studying values work, attention should be given to who and how such work is performed.publishedVersio

Stakeholder integration

This study examines the central contention ofinstrumental stakeholder theory— namely, that firms that breed trust-based, cooperative ties with their stakeholders will have a competitive advantage over firms that do not.Acase study of the introduction ofgenetically modified food products in the Netherlands provided the basis for the empirical analysis. The results support the instrumental stakeholder management thesis, showing that stakeholder integration, through the development ofmutually enforcing relationships with external parties, may result in both organizational learning and societal legitimacy