Professions, Organizations and Institutions: Tenure Systems in Colleges and Universities

A common strategy used by professions to support claims of workplace jurisdiction involves the institutionalization of professionally-endorsed formal structures, yet both theory and research suggest that ensuring the implementation of institutionalized structures after formal adoption can be problematic. This study investigates the influence of organizational characteristics on the implementation of one professionally-created institution in higher education organizations, tenure systems for faculty employment. Our results suggest that implementation of tenure systems is negatively affected by internal resource pressures, but positively affected by countervailing pressures from professionally-linked constituents. The results also suggest self-limiting aspects of the use of tenure systems

ILR Impact Brief - Faculty Tenure and the Gap between Policy and Practice

Almost all four-year institutions of higher education have adopted the tenure system as a formal policy for faculty employment. The degree to which tenure systems are actually implemented, however, depends on resource flows and institutional pressures. Fewer resource constraints (i.e., greater per-student revenues and larger endowments) increase the proportion of professors employed on tenure-track lines; likewise, a stronger research orientation positively affects the share of faculty in tenure-track slots. Colleges and universities that rely more heavily on tuition for revenues and those with larger numbers of accreditations (from professional and occupational associations) generally employ fewer tenure-track professors. Other variables also matter: Tenure is more prevalent at public, older, and more complex universities and colleges and is less widespread among institutions that enroll larger numbers of students and among those that include a medical school. And finally, the share of tenure-track faculty declines on campuses with a larger pool of graduate students who are available to teach

Risky Business? Entrepreneurship in the New Independent-Power Sector

Building on sociological research on institutions and organizations and psychological research on risk and decision making, we propose that the development of institutions that reduce the risks of entering new sectors has a stronger effect on the founding rates of firms using novel technologies than on firms using established technologies. In an analysis of the independent-power sector of the electricity industry from 1980 to 1992, we found that the development of regulative and cognitive institutions legitimated the entire sector and provided incentives for all sector entrants; thus, foundings of all kinds of firms multiplied rapidly but had a stronger impact on those using risky novel technologies. In contrast, the central normative institutions that developed in this sector, state-level trade associations, provided greater support for particular forms (those using established technologies) and thus increased foundings of those favored forms more than foundings of less favored forms (those using novel technologies). Our study demonstrates how institutional forces can alter the mix of organizations entering a new industry and thus contribute to diversity, as well as similarity, among organizations

From Pabst to Pepsi: The Deinstitutionalization of Social Practices and the Creation of Entrepreneurial Opportunities

In this paper, we examine the dual role that social movement organizations can play in altering organizational landscapes by undermining existing organizations and creating opportunities for the growth of new types of organizations. Empirically, we investigate the impact of a variety of tactics employed by the Woman’s Christian Temperance Union (WCTU), the leading organizational representative of the American temperance movement, on two sets of organizations: breweries and soft drink producers. By delegitimating alcohol consumption, altering attitudes and beliefs about drinking, and promoting temperance legislation, the WCTU contributed to brewery failures. These social changes, in turn, created opportunities for entrepreneurs to found organizations producing new kinds of beverages by creating demand for alternative beverages, providing rationales for entrepreneurial action, and increasing the availability of necessary resources.Tolbert13_From_Pabst_to_Pepsi.pdf: 3878 downloads, before Oct. 1, 2020