Element contents
Series: Elements in Business Strategy
Strategizing With Institutional Theory
Published online by Cambridge University Press: 21 May 2024
Summary
This text consults seven variants of institutional theory to explore how these can be applied to strategic management. These variants are New Institutional Economics, Old Institutionalism, New Institutionalism, institutional entrepreneurship and change, intra organizational institutionalization, institutional logics, and institutional work. In doing so, three strategic management styles are distinguished: competitiveness based strategic management, legitimacy based strategic management, and performativity based strategic management. While the competitive based style sees institutional theory submitting to mainstream strategy research, offering additional variables and considerations to explain competitive advantage, the legitimacy based style makes institutional theory a strategy theory in its own right by providing an explanation for an organization's viability that emphasizes legitimacy over competitive advantage. The performativity based style is an even more radical departure from mainstream strategizing by purporting that a future is actively created with organizations making contributions as emerging issues are being dealt with.
- Type
- Element
- Information
- Series: Elements in Business StrategyOnline ISBN: 9781009357654Publisher: Cambridge University PressPrint publication: 13 June 2024
References
Abell, P., Felin, T., & Foss, N. 2008. Building micro-foundations for the routines, capabilities, and performance links. Managerial and Decision Economics, 29: 489–501.CrossRefGoogle Scholar
Alvesson, M., Hallett, T., & Spicer, A. 2019. Uninhibited institutionalisms. Journal of Management Inquiry, 28(2): 119–127.CrossRefGoogle Scholar
Alvesson, M., & Spicer, A. 2019. Neo-institutional theory and organization studies: A mid-life crisis? Organization Studies, 40(2): 199–218.CrossRefGoogle Scholar
Argyris, C., & Schön, D. A. 1978. Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley.Google Scholar
Balogun, J., & Johnson, G. 2005. From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26(11): 1573–1601.CrossRefGoogle Scholar
Barley, S. R., & Tolbert, P. S. 1997. Institutionalization and structuration: Studying the links between action and institution. Organization Studies, 18(1): 93–117.CrossRefGoogle Scholar
Barney, J. B. 1986. Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32(10): 1231–1241.CrossRefGoogle Scholar
Baron, D. P. 1995a. Integrated strategy: Market and nonmarket components. California Management Review, 37(2): 47–65.CrossRefGoogle Scholar
Baron, D. P. 1995b. The nonmarket strategy system. Sloan Management Review(Fall): 73–85.Google Scholar
Bass, B. M. 1991. From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3): 19–31.CrossRefGoogle Scholar
Battilana, J., & Casciaro, T. 2012. Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2): 819–836.CrossRefGoogle Scholar
Battilana, J., & Dorado, S. 2010. Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53: 1419–1440.CrossRefGoogle Scholar
Battilana, J., Leca, B., & Boxenbaum, E. 2009. How actors change institutions: Towards a theory of institutional entrepreneurship. Academy of Management Annals, 3(1): 65–107.CrossRefGoogle Scholar
Beckert, J. 1999. Agency, entrepreneurs, and institutional change: The role of strategic choice and institutionalized practices in organizations. Organization Studies, 20(5): 777–799.CrossRefGoogle Scholar
Bennis, W., & Nanus, B. 1985. Leaders: The Strategies for Taking Charge. New York: Harper & Row.Google Scholar
Berger, P. L., & Luckmann, T. 1966. The Social Construction of Reality: A Treatise in the Sociology of Knowledge. New York: Anchor Books.Google Scholar
Beunza, D., & Ferraro, F. 2019. Performative work: Bridging performativity and institutional theory in the responsible investment field. Organization Studies, 40(4): 515–543.CrossRefGoogle Scholar
Bhappu, A. D. 2000. The Japanese family: An institutional logic for Japanese corporate networks and Japanese management. Academy of Management Review, 25(2): 409–515.CrossRefGoogle Scholar
Binder, A. 2007. For love and money: Organizations’ creative responses to multiple environmental logics. Theory and Society, 36: 547–571.CrossRefGoogle Scholar
Bjerregaard, T., & Jonasson, C. 2014. Managing unstable institutional contradictions: The work of becoming. Organization Studies, 35(10): 1507–1536.CrossRefGoogle Scholar
Boddewyn, J., & Doh, J. P. 2011. Global strategy and the collaboration of MNEs, NGOs, and governments for the provision of collective goods in emerging markets. Global Strategy Journal, 1: 345–361.CrossRefGoogle Scholar
Bonardi, J.-P., Hillman, A. J., & Keim, G. D. 2005. The attractiveness of political markets: Implications for firm strategy. Academy of Management Review, 30(3): 397–413.CrossRefGoogle Scholar
Bonardi, J.-P., Holburn, G. L. F., & Vanden Bergh, R. G. 2006. Nonmarket strategy performance: Evidence from US electric utilities. Academy of Management Journal, 49(6): 1209–1228.CrossRefGoogle Scholar
Bourdieu, P. 1977. Outline of a Theory of Practice. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Boxenbaum, E., & Pedersen, J. S. 2009. Scandinavian institutionalism: A case of institutional work. In Lawrence, T. B., Suddaby, R., & Leca, B. (Eds.), Institutional Work: Actors and Agency in Institutional Studies of Organization: 178–204. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Boyd, R., & Richardson, P. J. 1985. Culture and the Evolutionary Process. Chicago: University of Chicago Press.Google Scholar
Brandtner, C., Powell, W. W., & Horvath, A. 2024. From iron cage to glass house: Repurposing of bureaucratic management and the turn to openness. Organization Studies, 25(2), 193–221.Google Scholar
Brunsson, N. 2007. The Consequences of Decision-Making. Oxford: Oxford University Press.Google Scholar
Cabantous, L., Gond, J.-P., & Wright, A. 2018. The performativity of strategy: Taking stock and moving ahead. Long Range Planning, 51: 407–416.CrossRefGoogle Scholar
Callon, M. 1986. Some elements of a sociology of translation: Domestication of the scallops and the fishermen of St. Brieuc Bay. In Law, J. (Ed.), Power, Action and Belief: 196–233. London: Routledge.Google Scholar
Callon, M., & Latour, B. 1981. Unscrewing the big leviathan: How actors macro-structure reality and how sociologists help them to do so. In Knorr-Cetina, K., & Cicourel, A. V. (Eds.), Advances in Social Theory and Methodology: 277–303. Boston, MA: Routledge.Google Scholar
Chia, R., & Holt, R. 2023. Strategy, intentionality and success: Four logics for explaining strategic action. Organization Theory, 4(1): 1–25.CrossRefGoogle Scholar
Chia, R. C. H., & Mackay, D. 2023. Strategy-in-Practices. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Child, J. 1972. Organisational structure, environment and performance: The role of strategic choice. Sociology, 6(1): 1–22.CrossRefGoogle Scholar
Child, J., & Smith, C. 1987. The context and process of organizational transformation – Cadbury limited in its sector. Journal of Management Studies, 24(6): 565–593.CrossRefGoogle Scholar
Coleman, J. 1990. Foundations of Social Theory. Cambridge, MA: Harvard University Press.Google Scholar
Coule, T., & Patmore, B. 2013. Institutional logics, institutional work, and public service innovation in non-profit organizations. Public Administration, 91(4): 980–997.CrossRefGoogle Scholar
Currie, G., Lockett, A., Finn, R., Martin, G., & Waring, J. 2012. Institutional work to maintain professional power: Recreating the model of medical professionalism. Organization Studies, 33(7): 937–962.CrossRefGoogle Scholar
Cyert, R. L., & March, J. G. 1963. A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Czarniawska, B. 2009. Emerging institutions: Pyramids or anthills. Organization Studies, 30(4): 423–441.CrossRefGoogle Scholar
Czarniawska, B., & Sevón, G. (Eds.). 1996. Translating Organizational Change. Berlin: Walter de Gruyter.CrossRefGoogle Scholar
de Figueirdo, J. M. 2009. Integrated political strategy. In Nickerson, J. A., & Silverman, B. (Eds.), Advances in Strategic Management – Economic Institutions in Strategy, Vol. 26: 459–486. Bingley: Emerald.CrossRefGoogle Scholar
Deleuze, G., & Guattari, F. 1987. A Thousand Plateaus (Massumi, B., Trans.). Minneapolis, MN: University of Minnesota Press.Google Scholar
Delmas, M. A., & Toffel, M. W. 2008. Organizational responses to environmental demands: Opening the black box. Strategic Management Journal, 29: 1027–1055.CrossRefGoogle Scholar
DiMaggio, P. J. 1988. Interest and agency in institutional theory. In Zucker, L. (Ed.), Institutional Patterns and Organizations: 3–32. Cambridge, MA: Ballinger.Google Scholar
DiMaggio, P. J., & Powell, W. W. 1983. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2): 147–160.CrossRefGoogle Scholar
DiMaggio, P. J., & Powell, W. W. 1991. Introduction. In Powell, W. W., & DiMaggio, P. J. (Eds.), The New Institutionalism in Organizational Analysis: 1–38. Chicago: Chicago University Press.Google Scholar
Doh, J. P., Lawton, T. C., & Rajwani, T. 2012. Advancing nonmarket strategy research: Institutional perspectives in a changing world. Academy of Management Perspectives, 26(3) (August): 22–39.CrossRefGoogle Scholar
Domínguez, B., Gómez, J., & Maícas, J. P. in press. When does high institutional quality explain the presence of multinational enterprises in a foreign country? Experiential and vicarious learning as boundary conditions. Strategic Organization. https://doi.org/10.1177/14761270231195497.CrossRefGoogle Scholar
Dorado, S. 2005. Institutional entrepreneurship, partaking, and convening. Organization Studies, 26(3): 385–414.CrossRefGoogle Scholar
Dorobantu, S., Kaul, A., & Zelner, B. 2017. Nonmarket strategy research through the lens of new institutional economics: An integrative review and future directions. Strategic Management Journal, 38: 114–140.CrossRefGoogle Scholar
Emirbayer, M., & Mische, A. 1998. What is agency? American Journal of Sociology, 103(4): 962–1023.CrossRefGoogle Scholar
Empson, L., Cleaver, I., & Allen, J. 2013. Managing partners and management professionals: Institutional work dyads in professional partnerships. Journal of Management Studies, 50(5): 808–844.CrossRefGoogle Scholar
Feldman, M. S. 2000. Organizational routines as a source of continuous change. Organization Science, 11(6): 611–629.CrossRefGoogle Scholar
Feldman, M. S. 2003. A performative perspective on stability and change in organizational routines. Industrial and Corporate Change, 12(4): 727–752.CrossRefGoogle Scholar
Feldman, M. S., & Pentland, B. T. 2003. Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1): 94–118.CrossRefGoogle Scholar
Felin, T., & Foss, N. 2009. Organizational routines and capabilities: Historical drift and a course-correction toward microfoundations. Scandinavian Journal of Management, 25: 157–167.CrossRefGoogle Scholar
Fligstein, N. 1997. Social skill and institutional theory. American Behavioral Scientist, 40(4): 397–405.CrossRefGoogle Scholar
Fligstein, N. 2001. Social skill and the theory of fields. Sociological Theory, 19(2): 105–125.CrossRefGoogle Scholar
Foss, N. J. (Ed.). 1997. Resources, Firms, and Strategies: A Reader in the Resource-based Perspective. Oxford: Oxford University Press.CrossRefGoogle Scholar
Friedland, R. 2018. Moving institutional logics forward: Emotion and meaningful material practice. Organization Studies, 39(4): 515–542.CrossRefGoogle Scholar
Friedland, R., & Alford, R. R. 1991. Bringing society back in: Symbols, practices, and institutional contradictions. In Powell, W. W., & DiMaggio, P. J. (Eds.), The New Institutionalism in Organizational Analysis: 232–263. Chicago: University of Chicago Press.Google Scholar
Garcia-Pont, C., & Nohria, N. 2002. Local versus global mimetism: The dynamics of alliance formation in the automobile industry. Strategic Management Journal, 23: 307–321.CrossRefGoogle Scholar
Garud, R., Gehman, J., & Tharchen, T. 2018. Performativity as ongoing journeys: Implications for strategy, entrepreneurship, and innovation. Long Range Planning, 51): 500–509.CrossRefGoogle Scholar
Garud, R., Jain, S., & Kumaraswamy, A. 2002. Institutional entrepreneurship in the sponsorship of common technological standards: The case of Sun Microsystems and Java. Academy of Management Journal, 45(1): 196–214.CrossRefGoogle Scholar
Gawer, A., & Phillips, N. 2013. Institutional work as logics shift: The case of Intel’s transformation to platform leader. Organization Studies, 34(8): 1035–1071.CrossRefGoogle Scholar
Gehman, J., Sharma, G., & Beveridge, A. 2022. Theorizing institutional entrepereneuring: Arborescent and rhizomatic assembling. Organization Studies, 43(2): 289–310.CrossRefGoogle Scholar
Getz, K. A. 1997. Research in corporate political action: Integration and assessment. Business & Society, 36(1): 32–72.CrossRefGoogle Scholar
Gherardi, S. 2019a. How to Conduct a Practice-based Study: Problems and Methods (2nd ed.). Cheltenham: Edward Elgar.CrossRefGoogle Scholar
Gherardi, S. 2019b. Theorizing affective ethnography for organization studies. Organization, 26(6): 741–760.CrossRefGoogle Scholar
Giddens, A. 1976. New Rules of Sociological Method: A Positive Critique of Interpretative Sociologies. London: Hutchinson.Google Scholar
Giddens, A. 1979. Central Problems in Social Theory: Action, Structure and Contradiction in Social Analysis. Basingstoke: Macmillan.CrossRefGoogle Scholar
Giddens, A. 1984. The Constitution of Society: Outline of a Theory of Structuration. Cambridge: Polity Press.Google Scholar
Glynn, M. A., & D’Aunno, T. 2023. An intellectual history of institutional theory: Looking back to move forward. Academy of Management Annals, 17(1): 1–30.CrossRefGoogle Scholar
Goodrick, E., & Salancik, G. R. 1996. Organizational discretion in responding to institutional practices: Hospitals and cesarean births. Administrative Science Quarterly, 41: 1–28.CrossRefGoogle Scholar
Granovetter, M. 1985. Economic action and social structure. American Journal of Sociology, 91(3): 481–510.CrossRefGoogle Scholar
Grant, R. M. 1991. The Resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3): 114–135.CrossRefGoogle Scholar
Greenwood, R., & Hinings, C. R. 1988. Organizational design types, tracks and the dynamics of strategic change. Organization Studies, 9(3): 293–316.CrossRefGoogle Scholar
Greenwood, R., & Hinings, C. R. 1993. Understanding strategic change: The contribution of archetypes. Academy of Management Journal, 36(5): 1052–1081.CrossRefGoogle Scholar
Greenwood, R., & Hinings, C. R. 1996. Understanding radical organizational change: Bringing together the old and the new institutionalism. Academy of Management Review, 21(4): 1022–1054.CrossRefGoogle Scholar
Greenwood, R., Oliver, C., Sahlin, K., & Suddaby, R. (Eds.). 2008. The SAGE Handbook of Organizational Institutionalism. Los Angeles, CA: Sage.CrossRefGoogle Scholar
Greenwood, R., Raynor, M. E., Kodelj, H., Micelotta, E. R., & Lounsbury, M. 2011. Institutional complexity and organizational responses. Academy of Management Annals, 5(1): 1–55.CrossRefGoogle Scholar
Greenwood, R., & Suddaby, R. 2006. Institutional entrepreneurship in mature fields: The big five accounting firms. Academy of Management Journal, 49(1): 27–48.CrossRefGoogle Scholar
Greenwood, R., Suddaby, R., & Hinings, C. R. 2002. Theorizing change: The role of professional associations in the transformation of institutional fields. Academy of Management Journal, 45(1): 58–80.CrossRefGoogle Scholar
Grinyer, P. H., Mayes, D., & McKiernan, P. 1988. Sharpbenders: The Secrets of Unleashing Corporate Potential. Oxford: Basil Blackwell.Google Scholar
Guérard, S., Langley, A., & Seidl, D. 2013. Rethinking the concept of performance in strategy research: Towards a performative perspective. M@n@gement, 16(5): 566–578.CrossRefGoogle Scholar
Guler, I., Guillén, M. F., & Macpherson, J. M. 2002. Global competition, institutions, and the diffusion of organizational practices: The international spread of ISO 9000 quality certificates. Administrative Science Quarterly, 47: 207–232.CrossRefGoogle Scholar
Gumpert, P. J. 2000. Academic restructuring: Organizational change and institutional imperatives, higher education. International Journal of Higher Education and Educational Planning, 39: 67–91.Google Scholar
Gümüsay, A. A., Claus, L., & Amis, J. 2020a. Engaging with grand challenges: An institutional logics perspective. Organization Theory, 1: 1–20.CrossRefGoogle Scholar
Gümüsay, A. A., Smets, M., & Morris, T. 2020b. ‘God at work’: Engaging central and incompatible institutional logics through elastic hybridity. Academy of Management Journal, 63(1): 124–154.CrossRefGoogle Scholar
Hardy, C., & Maguire, S. 2008. Institutional entrepreneurship. In Greenwood, R., Oliver, C., Sahlin, K., & Suddaby, R. (Eds.), The SAGE Handbook of Organizational Institutionalism: 198–217. London: Sage.CrossRefGoogle Scholar
Hargadon, A. B., & Douglas, Y. 2001. When innovations meet institutions: Edison and the design of the electric light. Administrative Science Quarterly, 46: 476–501.CrossRefGoogle Scholar
Haveman, H. A., & Rao, H. 1997. Structuring a theory of moral sentiments: Institutional and organizational coevolution in the early thrift industry. American Journal of Sociology, 102(6): 1606–1651.CrossRefGoogle Scholar
Henisz, W. J., & Delios, A. 2004. Information or influence? The benefits of experience for managing political uncertainty. Strategic Organization, 2(4): 389–421.CrossRefGoogle Scholar
Henisz, W. J., & Zelner, B. A. 2003. The strategic organization of political risks and opportunities. Strategic Organization, 1(4): 451–460.CrossRefGoogle Scholar
Henisz, W. J., & Zelner, B. A. 2012. Strategy and competition in the market and nonmarket arenas. Academy of Management Perspectives, 26(3): 40–51.CrossRefGoogle Scholar
Hillman, A. J., & Hitt, M. A. 1999. Corporate political strategy formulation: A model of approach, participation, and strategy decisions. Academy of Management Review, 24(4): 825–824.CrossRefGoogle Scholar
Hinings, C. R., & Greenwood, R. 1988a. The Dynamics of Strategic Change. Oxford: Basil Blackwell.Google Scholar
Hinings, C. R., & Greenwood, R. 1988b. The normative prescription of organizations. In Zucker, L. G. (Ed.), Institutional Patterns and Organizations: Culture and Environment: 53–70. Chicago, IL: Ballinger.Google Scholar
Hoffman, A. J. 1999. Institutional evolution and change: Environmentalism and the US chemical industry. Academy of Management Journal, 42(4): 351–371.CrossRefGoogle Scholar
Hoffman, A. J. 2001. Linking organizational and field-level analysis. Organization & Environment, 14(2): 133–156.CrossRefGoogle Scholar
Holburn, G. L. F., & Vanden Bergh, R. G. 2008. Making friends in hostile environments: Political strategy in regulated industries. Academy of Management Review, 23(2): 521–540.CrossRefGoogle Scholar
Holm, P. 1995. The dynamics of institutionalization: Transformation processes in Norwegian fisheries. Administrative Science Quarterly, 40: 423–443.CrossRefGoogle Scholar
Hotho, J. J., & Pedersen, T. 2012. Beyond the ‘rules of the game’: Three institutional approaches and how they matter for international business. In Wood, G., & Demirbag, M. (Eds.), Handbook of Institutional Approaches to International Business: 236–273. Cheltenham: Edward Elgar.Google Scholar
Huff, A. S. 1982. Industry influences on strategy reformulation. Strategic Management Journal, 3: 119–131.CrossRefGoogle Scholar
Ingram, P., & Silverman, B. (Eds.). 2002. The New Institutionalism in Strategic Management. Amsterdam: Elsevier.CrossRefGoogle Scholar
Jarzabkowski, P. A., Balogun, J., & Seidl, D. 2007. Strategizing: The challenges of a practice perspective. Human Relations, 60(1): 5–27.CrossRefGoogle Scholar
Jepperson, R. L. 1991. Institutions, institutional effects, and institutionalism. In Powell, W. W., & DiMaggio, P. J. (Eds.), The New Institutionalism in Organizational Analysis: 143–163. Chicago: Chicago University Press.Google Scholar
Johnson, G. 1987. Strategic Change and the Management Process. Oxford: Basil Blackwell.Google Scholar
Johnson, G., Melin, L., & Whittington, R. 2003. Micro strategy and strategizing: Towards an activity-based view. Journal of Management Studies, 40(1): 3–22.CrossRefGoogle Scholar
Jones, C., & Livne-Tarandach, R. 2008. Designing a frame: Rhetorical strategies of architects. Journal of Organizational Behavior, 29: 1075–1099.CrossRefGoogle Scholar
Kaplan, R. S., & Norton, D. P. 1996. The Balanced Scorecard: Translating Strategy into Action. Boston, MA: Harvard Business School Press.Google Scholar
Khaire, M., & Wadhwani, R. D. 2010. Changing landscapes: The construction of meaning and value in a new market category – modern Indian art. Academy of Management Journal, 53(6): 1281–1304.CrossRefGoogle Scholar
Kikulis, L. M., Slack, T., & Hinings, C. R. 1992. Institutionally specific design archetypes: A framework for understanding change in National Sport Organizations. International Review for the Sociology of Sport, 27: 343–369.CrossRefGoogle Scholar
Kikulis, L. M., Slack, T., & Hinings, C. R. 1995. Sector-specific patterns of organizational design change. Journal of Management Studies, 32(1): 67–100.CrossRefGoogle Scholar
Kingsley, A. F., Vanden Bergh, R. G., & Bonardi, J.-P. 2012. Political markets and regulatory uncertainty: Insights and implications for integrated strategy. Academy of Management Perspectives, 26(3) (August): 52–67.CrossRefGoogle Scholar
Kondra, A. Z., & Hinings, C. R. 1998. Organizational diversity and change in institutional theory. Organization Studies, 19(5): 743–767.CrossRefGoogle Scholar
Kondra, A. Z., & Hurst, D. C. 2009. Institutional processes of organizational culture. Culture and Organization, 15(1): 39–58.CrossRefGoogle Scholar
Kornberger, M., & Clegg, S. R. 2011. Strategy as performative practice. Strategic Organization, 9(2): 136–162.CrossRefGoogle Scholar
Kostova, T. 1999. Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2): 308–324.CrossRefGoogle Scholar
Kostova, T., & Roth, K. 2002. Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1): 215–233.CrossRefGoogle Scholar
Kostova, T., Roth, K., & Dacin, M. T. 2008. Institutional theory in the study of multinational corporations: A critique and new directions. Academy of Management Review, 33(4): 994–1008.CrossRefGoogle Scholar
Kostova, T., & Zaheer, S. 1999. Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Academy of Management Review, 24(1): 64–81.CrossRefGoogle Scholar
Kraatz, M. S., & Block, E. S. 2008. Organizational implications of institutional pluralism. In Greenwood, R., Oliver, C., Sahlin, K., & Suddaby, R. (Eds.), The SAGE Handbook of Organizational Institutionalism: 243–275. London: Sage.CrossRefGoogle Scholar
Langley, A. 2009. Studying processes in and around organizations. In Buchanan, D. A., & Bryman, A. (Eds.), The Sage Handbook of Organizational Research Methods: 409–429. London: Sage.Google Scholar
Latour, B. 1986. The powers of association. In Law, J. (Ed.), Power, Action and Belief: A New Sociology of Knowledge: 264–280. Keele: Methuen.Google Scholar
Latour, B. 2005. Reassembling the Social: An Introduction to Actor-Network-Theory. New York: Oxford University Press.CrossRefGoogle Scholar
Lawrence, T. B. 1999. Institutional strategy. Journal of Management, 25(2): 161–188.CrossRefGoogle Scholar
Lawrence, T. B., Leca, B., & Suddaby, R. (Eds.). 2009. Institutional Work: Actors and Agency in Institutional Studies of Organizations. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Lawrence, T. B., Leca, B., & Zilber, T. B. 2013. Institutional work: Current research, new directions and overlooked issues. Organization Studies, 34(8): 1023–1033.CrossRefGoogle Scholar
Lawrence, T. B., & Phillips, N. 2004. From Moby Dick to Free Willy: Macro-cultural discourse and institutional entrepreneurship in emerging institutional fields. Organization, 11(5): 689–711.CrossRefGoogle Scholar
Lawrence, T. B., & Suddaby, R. 2006. Institutions and institutional work. In Clegg, S. R., Hardy, C., & Lawrence, T. (Eds.), Handbook of Organization Studies, 2nd ed.: 215–255. London: Sage.CrossRefGoogle Scholar
Lawrence, T. B., Suddaby, R., & Leca, B. 2011. Institutional work: Refocusing institutional studies of organization. Journal of Management Inquiry, 20(1): 52–58.CrossRefGoogle Scholar
Leblebici, H., Salancik, G. R., Copay, A., & King, T. 1991. Institutional change and the transformation of interorganizational fields: An organizational history of the US radio broadcasting industry. Administrative Science Quarterly, 36: 333–363.CrossRefGoogle Scholar
Lepak, D. P., Smith, K. G., & Taylor, M. S. 2007. Value creation and value capture: A multilevel perspective. Academy of Management Review, 32(1): 180–194.CrossRefGoogle Scholar
Li, D., & Schoenherr, T. 2023. The institutionalization of sharing economy platforms in China. Journal of Operations Management, 69: 764–793.CrossRefGoogle Scholar
Ligonie, M. 2018. The ‘forced performativity’ of a strategy concept: Exploring how shared value shaped a gambling company’s strategy. Long Range Planning, 51: 463–479.CrossRefGoogle Scholar
Lim, J. 2023. The balancing act of corporate political activity under institutional pressure. Strategic Organization, 21(4): 856–873.CrossRefGoogle Scholar
Lok, J. 2010. Institutional logics as identity projects. Academy of Management Journal, 53(6): 1305–1335.CrossRefGoogle Scholar
Lok, J., & de Rond, M. 2013. On the plasticity of institutions: Containing and restoring practice breakdowns at the Cambridge University Boat Club. Academy of Management Journal, 56(1): 185–207.CrossRefGoogle Scholar
Lounsbury, M. 2001. Institutional sources of practice variation: Staffing college and university recycling programs. Administrative Science Quarterly, 46: 29–56.CrossRefGoogle Scholar
Lounsbury, M. 2002. Institutional transformation and status mobility: The professionalization of the field of finance. Academy of Management Journal, 45(1): 255–266.CrossRefGoogle Scholar
Lounsbury, M. 2007. A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Academy of Management Journal, 50(2): 289–307.CrossRefGoogle Scholar
Lounsbury, M. 2008. Institutional rationality and practice variation: New directions in the institutional analysis of practice. Accounting, Organizations and Society, 33: 349–361.CrossRefGoogle Scholar
Lounsbury, M., Anderson, D. A., & Spee, P. 2021. On practice and institution. In Lounsbury, M., Anderson, D. A., & Spee, P. (Eds.), On Practices and Institutions: Theorizing the Interface. Research in the Sociology of Organizations, Vol. 70: 1–28. Bingley: Emerald.Google Scholar
Lounsbury, M., & Crumley, E. T. 2007. New practice creation: An institutional perspective on innovation. Organization Studies, 28(7): 993–1012.CrossRefGoogle Scholar
Lounsbury, M., & Glynn, M. A. 2001. Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management Journal, 22: 545–564.CrossRefGoogle Scholar
Lounsbury, M., & Leblebici, H. 2004. The origins of strategic practice: Product diversification in the American mutual fund industry. Strategic Organization, 2(1): 65–90.CrossRefGoogle Scholar
Lounsbury, M., & Rao, H. 2004. Sources of durability and change in market classifications: A study of the reconstitution of product categories in the American mutual fund industry, 1944–1985. Social Forces, 82(3): 969–999.CrossRefGoogle Scholar
Lounsbury, M., Ventresca, M., & Hirsch, P. M. 2003. Social movements, field frames and industry emergence: A cultural-political perspective on US recycling. Socio-Economic Review, 1: 71–104.CrossRefGoogle Scholar
Luo, J., Chen, D., & Chen, J. 2021. Coming back and giving back: Transaction, institutional actors, and the paradox of peripheral influence. Administrative Science Quarterly, 66(1), 133–176.Google Scholar
MacKay, R. B., Chia, R., & Nair, A. K. 2021. Strategy-in-practices: A process philosophical approach to understanding strategy emergence and organizational outcomes. Human Relations, 74(9): 13337–11369.CrossRefGoogle Scholar
MacKenzie, D., & Millo, Y. 2003. Constructing a market, performing theory: The historical sociology of a financial derivatives exchange. American Journal of Sociology, 109(1): 107–145.CrossRefGoogle Scholar
Maguire, K., Hardy, C., & Lawrence, T. B. 2004. Institutional entrepreneurship in emerging fields: HIV/AIDS treatment advocacy in Canada. Academy of Management Journal, 47(5): 657–679.CrossRefGoogle Scholar
Mahoney, J. T., & Pandian, J. R. 1992. The resource-based view within the conversation of strategic management. Strategic Management Journal, 13: 363–380.CrossRefGoogle Scholar
Maitlis, S., & Lawrence, T. B. 2003. Orchestral manoeuvres in the dark: Understanding failure in organizational strategizing. Journal of Management Studies, 40(1): 109–139.CrossRefGoogle Scholar
Mantere, S. 2008. Role expectations and middle manager strategic agency. Journal of Management Studies, 45(2): 294–316.CrossRefGoogle Scholar
Maurice, M. 1979. For a study of ‘the societal effect’: Universality and specificity in organisation research. In Lammers, C. J., & Hickson, D. J. (Eds.), Organizations Alike and Unlike: 42–60. London: Routledge and Kegan Paul.Google Scholar
McCarthy, J. D., & Zald, M. N. 1977. Resource mobilization and social movements: A partial theory. American Journal of Sociology, 82(6): 1212–1241.CrossRefGoogle Scholar
Mellahi, K., Frynas, J. G., Sun, P., & Siegel, D. 2016. A review of the nonmarket strategy literature: Toward a multi-theoretical integration. Journal of Management, 42(1): 143–173.CrossRefGoogle Scholar
Merkus, S., Willems, T., & Veenswijk, M. 2019. Strategy implementation as performative practice: Reshaping organization into alignment with strategy. Organization Management Journal, 16(3): 140–155.CrossRefGoogle Scholar
Meyer, J. W., & Rowan, B. 1977. Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2): 340–363.CrossRefGoogle Scholar
Meyer, K. E. 2001. Institutions, transaction costs, and entry mode choice in Eastern Europe. Journal of International Business Studies, 32(2): 357–367.CrossRefGoogle Scholar
Meyer, K. E., Estrin, S., Bhaumik, S. K., & Peng, M. W. 2009. Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30: 61–80.CrossRefGoogle Scholar
Meyer, K. E., & Peng, M. W. 2005. Probing theoretically into Central and Eastern Europe: Transactions, resources, and institutions. Journal of International Business Studies, 36: 600–621.CrossRefGoogle Scholar
Meyer, M. W., & Zucker, L. G. 1989. Permanently Failing Organizations. Thousand Oaks, CA: Sage.Google Scholar
Micelotta, E. R., Lounsbury, M., & Greenwood, R. 2017. Pathways of institutional change: An integrative review and research agenda. Journal of Management, 43(6): 1885–1910.CrossRefGoogle Scholar
Miles, R. E., & Snow, C. C. 1978. Organization Strategy, Structure, and Process. New York: McGraw-Hill.Google ScholarPubMed
Miller, D., & Friesen, P. H. 1984. Organizations: A Quantum View. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Mintzberg, H. 1979. The Structure of Organizations. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Mintzberg, H. 1987. The strategy concept I: Five Ps for strategy. California Management Review, 30(1): 11–24.CrossRefGoogle Scholar
Mintzberg, H., Waters, J. A., Pettigrew, A. M., & Butler, R. J. 1990. Studying deciding: An exchange of views between Mintzberg and Waters, Pettigrew, and Butler. Organization Studies, 11(1): 1–16.CrossRefGoogle Scholar
Moorman, C. 2002. Consumer health under the scope. Journal of Customer Research, 29: 152–158.Google Scholar
Munir, K. A. 2005. The social construction of events: A study of institutional change in the photographic field. Organization Studies, 26(1): 93–112.CrossRefGoogle Scholar
Munir, K. A., & Phillips, N. 2005. The birth of the ‘Kodak moment’: Institutional entrepreneurship and the adoption of new technologies. Organization Studies, 26(11): 1665–1687.CrossRefGoogle Scholar
Mutch, A. 2007. Reflexivity and the institutional entrepreneur: A historical exploration. Organization Studies, 28(7): 1123–1140.CrossRefGoogle Scholar
Narayanan, V. K., & Fahey, L. 1982. The micro-politics of strategy formulation. Academy of Management Review, 7(1): 25–34.CrossRefGoogle Scholar
Nelson, R. R., & Winter, S. G. 1982. An Evolutionary Theory of Economic Change. Cambridge, MA: Harvard University Press.Google Scholar
Newman, K. L. 2000. Organizational transformation during institutional upheaval. Academy of Management Review, 25(3): 602–619.CrossRefGoogle Scholar
North, D. C. 1986. The new institutional economics. Journal of Institutional and Theoretical Economics (JITE)/Zeitschrift für die Gesamte Staatswissenschaft, 142(1): 230–237.Google Scholar
North, D. C. 1990. Institutions, Institutional Change and Economic Performance. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
North, D. C. 1991. Institutions. Journal of Economic Perspectives, 5(1): 97–112.CrossRefGoogle Scholar
Ocasio, W., & Gai, S. L. 2020. Institutions: Everywhere but not everything. Journal of Management Inquiry, 29(3): 262–271.CrossRefGoogle Scholar
Oliver, C. 1991. Strategic responses to institutional processes. Academy of Management Review, 16(1): 145–179.CrossRefGoogle Scholar
Oliver, C. 1992. The antecedents of deinstitutionalization. Organization Studies, 13(4): 563–588.CrossRefGoogle Scholar
Oliver, C. 1997a. The influence of institutional and task environment relationships on organizational performance: The Canadian construction industry. Journal of Management Studies, 34(1): 99–124.CrossRefGoogle Scholar
Oliver, C. 1997b. Sustainable competitive advantage: Combining institutional and resource-based views. Strategic Management Journal, 18: 697–713.3.0.CO;2-C>CrossRefGoogle Scholar
Pache, A.-C., & Santos, F. 2010. When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35(3): 455–476.Google Scholar
Pajunen, K. 2008. Institutions and inflows of foreign direct investment: A fuzzy-set analysis. Journal of International Business Studies, 39: 652–669.CrossRefGoogle Scholar
Peng, M. W. 2003. Institutional transitions and strategic choice. Academy of Management Review, 28(2): 275–296.CrossRefGoogle Scholar
Peng, M. W., & Heath, P. S. 1996. The growth of the firm in planned economies in transition: Institutions, organizations, and strategic choice. Academy of Management Review, 21(2): 492–528.CrossRefGoogle Scholar
Peng, M. W., Wang, D. Y. L., & Jiang, Y. 2008. An institution-based view of international business strategy: A focus on emerging economies. Journal of International Business Studies, 39: 920–936.CrossRefGoogle Scholar
Perkmann, M., & Spicer, A. 2008. How are management fashions institutionalized? The role of institutional work. Human Relations, 61(6): 811–844.CrossRefGoogle Scholar
Pettigrew, A. M. 1985. The Awakening Giant: Continuity and Change in ICI. Oxford: Basil Blackwell.Google Scholar
Pettigrew, A. M. 1997. What is processual analysis? Scandinavian Journal of Management, 13(4): 337–348.CrossRefGoogle Scholar
Porac, J. F., Thomas, H., & Baden-Fuller, C. 1989. Competitive groups as cognitive communities: The case of Scottish knitwear manufacturers. Journal of Management Studies, 26(4): 397–416.CrossRefGoogle Scholar
Porter, M. E. 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.Google Scholar
Porter, M. E. 1996. What is strategy? Harvard Business Review, 74 (November-December): 61–78.Google Scholar
Powell, W. W., & DiMaggio, P. J. (Eds.). 1991. The New Institutionalism in Organizational Analysis. Chicago: Chicago University Press.CrossRefGoogle Scholar
Pozzebon, M. 2004. The influence of a structurationist view on strategic management research. Journal of Management Studies, 41(2): 247–272.CrossRefGoogle Scholar
Prahalad, C. K., & Bettis, R. A. 1986. The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7: 485–501.CrossRefGoogle Scholar
Quatrone, P. 2015. Governing social orders, unfolding rationality, and Jesuit accounting practices: A procedural approach to institutional logics. Administrative Science Quarterly, 60: 411–445.CrossRefGoogle Scholar
Quinn, J. B. 1980. Strategies for Change: Logical Incrementalism. Homewood, IL: Richard D Irwin.Google Scholar
Ranson, S., Hinings, C. R., & Greenwood, R. 1980. The structuring of organizational structures. Administrative Science Quarterly, 25: 1–17.CrossRefGoogle Scholar
Rao, H., Monin, P., & Durand, R. 2003. Institutional change in Toque Ville: Nouvelle cuisine as an identity movement in French gastronomy. American Journal of Sociology, 108(4): 795–843.CrossRefGoogle Scholar
Raviola, E., & Norbäck, M. 2013. Bringing technology and meaning into institutional work: Making news at an Italian business newspaper. Organization Studies, 34(8): 1171–1194.CrossRefGoogle Scholar
Raynard, M., Johnson, G., & Greenwood, R. 2016. Institutional theory and strategic management. In Jenkins, M., & Ambrosini, V. (Eds.), Strategic Management: A Multiple-Perspective Approach: 9–34. London: Red Globe Press.Google Scholar
Reay, T., Golden-Biddle, K., & Germann, K. 2006. Legitimizing a new role: Small wins and microprocesses of change. Academy of Management Journal, 49(5): 977–998.CrossRefGoogle Scholar
Reay, T., & Hinings, C. R. 2005. The recomposition of an organizational field: Health care in Alberta. Organization Studies, 26(3): 351–384.CrossRefGoogle Scholar
Reay, T., & Hinings, C. R. 2009. Managing the rivalry of competing institutional logics. Organization Studies, 30(6): 629–652.CrossRefGoogle Scholar
Reinecke, J., & Lawrence, T. B. 2023. The role of temporality in institutional stabilization: A process view. Academy of Management Review, 48(4): 639–658.CrossRefGoogle Scholar
Ritvala, T., & Kleymann, B. 2012. Scientists as midwives to cluster emergence: An institutional work framework. Industry and Innovation, 19(6): 477–497.CrossRefGoogle Scholar
Robertson, M., Swan, J., & Newell, S. 1996. The role of networks in the diffusion of technological innovation. Journal of Management Studies, 33(3): 333–360.CrossRefGoogle Scholar
Rojas, F. 2010. Power through institutional work: Acquiring academic authority in the 1968 third world strike. Academy of Management Journal, 53(6): 1263–1280.CrossRefGoogle Scholar
Rouleau, L. 2005. Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42(7): 1413–1441.CrossRefGoogle Scholar
Sahlin, K., & Wedlin, L. 2008. Circulating ideas: Imitation, translation and editing. In Greenwood, R., Oliver, C., Sahlin, K., & Suddaby, R. (Eds.), The SAGE Handbook of Organizational Institutionalism: 218–242. London: Sage.CrossRefGoogle Scholar
Samra-Fredericks, D. 2003. Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction. Journal of Management Studies, 40(1): 141–174.CrossRefGoogle Scholar
Schatzki, T. R. 2001. Introduction. In Schatzki, T. R., Knorr-Cetina, K., & von Savigny, E. (Eds.), The Practice Turn in Contemporary Theory: 1–14. London: Routledge.Google Scholar
Schatzki, T. R. 2002. The Site of the Social: A Philosophical Exploration of the Constitution of Social Life and Change. University Park: Pennsylvania State University Press.CrossRefGoogle Scholar
Schatzki, T. R. 2005. The sites of organizations. Organization Studies, 26(3): 465–484.CrossRefGoogle Scholar
Schatzki, T. R. 2006. On organizations as they happen. Organization Studies, 27(12): 1863–1873.CrossRefGoogle Scholar
Schatzki, T. R. 2021. Forming alliances. In Lounsbury, M., Anderson, D. A., & Spee, P. (Eds.), On Practice and Institution: Theorizing the Interface. Research in the Sociology of Organizations, Vol. 70: 119–137. Bingley: Emerald.Google Scholar
Scott, W. R. 1987. The adolescence of institutional theory. Administrative Science Quarterly, 32: 493–511.CrossRefGoogle Scholar
Scott, W. R. 1992. Organizations: Rational, Natural, and Open Systems. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Seidl, D., & Whittington, R. 2014. Enlarging the strategy-as-practice research agenda: Towards taller and flatter ontologies. Organization Studies, 35(10): 1407–1421.CrossRefGoogle Scholar
Selznick, P. 1949. TVA and the Grass Roots. Berkeley, CA: University of California Press.Google Scholar
Selznick, P. 1957. Leadership in Administration: A Sociological Interpretation. New York: Harper & Row.Google Scholar
Selznick, P. 1996. Institutionalism ‘old’ and ‘new’. Administrative Science Quarterly, 41(2): 270–277.CrossRefGoogle Scholar
Seo, M.-G., & Creed, W. E. D. 2002. Institutional contradictions, praxis, and institutional change: A dialectical perspective. Academy of Management Review, 27(2): 222–247.CrossRefGoogle Scholar
Sevón, G. 1996. Organizational imitation in identity transformation. In Czarniawska, B., & Sevón, G. (Eds.), Translating Organizational Change: 49–67. Berlin: Walter de Gruyter.CrossRefGoogle Scholar
Sewell, W. H. 1992. A theory of structure: Duality, agency, and transformation. American Journal of Sociology, 98(1): 1–29.CrossRefGoogle Scholar
Simon, H. A. 1947. Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations. New York: Macmillan.Google Scholar
Slager, R., Gond, J.-P., & Moon, J. 2012. Standardization as institutional work: The regulatory power of a responsible investment standard. Organization Studies, 33(5–6): 763–790.CrossRefGoogle Scholar
Smets, M., Aristidou, A., & Whittington, R. 2017. Towards a practice-driven institutionalism. In Greenwood, R., Oliver, C., Lawrence, T. B., & Meyer, R. E. (Eds.), The Sage Handbook of Organizational Institutionalism, 2nd ed.: 365–391. London: Sage.CrossRefGoogle Scholar
Smets, M., Greenwood, R., & Lounsbury, M. 2015a. An institutional perspective on strategy as practice. In Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.), The Cambridge Handbook of Strategy as Practice, 2nd ed.: 283–300. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Smets, M., & Jarzabkowski, P. A. 2013. Reconstructing institutional complexity in practice: A relational model of institutional work and complexity. Human Relations, 66(10): 1279–1309.CrossRefGoogle Scholar
Smets, M., Jarzabkowski, P. A., Burke, G. T., & Spee, P. 2015b. Reinsurance trading in Lloyd’s of London: Balancing conflicting-yet-complementary logics in practice. Academy of Management Journal, 58(3): 932–970.CrossRefGoogle Scholar
Smets, M., Morris, T., & Greenwood, R. 2012. From practice to field: A multilevel model of practice-driven institutional change. Academy of Management Journal, 55(4): 877–904.CrossRefGoogle Scholar
Sminia, H. 2005. Strategy formation as layered discussion. Scandinavian Journal of Management, 21: 267–291.CrossRefGoogle Scholar
Sminia, H. 2009. Process research in strategy formation: Theory, methodology and relevance. International Journal of Management Reviews, 11(1): 97–125.CrossRefGoogle Scholar
Sminia, H. 2011. Institutional continuity and the Dutch construction industry fiddle. Organization Studies, 32(11): 1559–1585.CrossRefGoogle Scholar
Sminia, H. 2022. The Strategic Manager: Understanding Strategy in Practice (3rd edn.). Abingdon: Routledge.Google Scholar
Sminia, H., & de Rond, M. 2012. Context and action in the transformation of strategy scholarship. Journal of Management Studies, 49(7): 1329–1349.CrossRefGoogle Scholar
Sminia, H., & Valdovinos, F. S. 2022. Implementing strategy and avenues of access: A practice perspective. In Zuback, A., Tucker, D. A., Zwikael, O., Hughes, K., & Kirkpatrick, S. A. (Eds.), Effective Implementation of Transformation Strategies: How to Navigate the Strategy and Change Interface Successfully: 65–88. Singapore: Palgrave Macmillan.CrossRefGoogle Scholar
Smircich, L., & Morgan, G. 1982. Leadership: The management of meaning. Journal of Applied Behavioral Science, 18(3): 257–273.CrossRefGoogle ScholarPubMed
Spender, J.-C. 1989. Industry Recipes: An Enquiry into the Nature and Sources of Managerial Judgement. Oxford: Basil Blackwell.Google Scholar
Suchman, M. C. 1995. Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3): 571–610.CrossRefGoogle Scholar
Suddaby, R., Bitektine, A., & Haack, P. 2017. Legitimacy. Academy of Management Annals, 11(1): 451–478.CrossRefGoogle Scholar
Suddaby, R., & Greenwood, R. 2005. Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50: 35–67.CrossRefGoogle Scholar
Suddaby, R., Seidl, D., & Lê, J. K. 2013. Strategy-as-practice meets neo-institutional theory. Strategic Organization, 11(3): 329–344.CrossRefGoogle Scholar
Thornton, P. H. 2002. The rise of the corporation in a craft industry: Conflict and conformity in institutional logics. Academy of Management Journal, 45(1): 81–101.CrossRefGoogle Scholar
Thornton, P. H., Jones, C., & Kury, K. 2005. Institutional logics and institutional change: Transformation in accounting, architecture, and publishing. In Jones, C., & Thornton, P. H. (Eds.), Sociology in Organizations: 125–170. London: JAI Press.Google Scholar
Thornton, P. H., & Ocasio, W. 1999. Institutional logics and the historical contingency of power in organizations: Executive succession in the higher education publishing industry, 1958–1990. American Journal of Sociology, 105(3): 801–843.CrossRefGoogle Scholar
Thornton, P. H., & Ocasio, W. 2008. Institutional logics. In Greenwood, R., Oliver, C., Sahlin, K., & Suddaby, R. (Eds.), The SAGE Handbook of Organizational Institutionalism: 99–129. London: Sage.CrossRefGoogle Scholar
Thornton, P. H., Ocasio, W., & Lounsbury, M. 2012. The Institutional Logics Perspective: A New Approach to Culture, Structure and Process. Oxford: Oxford University Press.CrossRefGoogle Scholar
Tolbert, P. S., & Zucker, L. G. 1983. Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880–1935. Administrative Science Quarterly, 28: 22–39.CrossRefGoogle Scholar
Tsoukas, H., & Chia, R. 2003. Everything flows and nothing abides. Process Studies, 32(2): 196–224.Google Scholar
Vaara, E., Kleymann, B., & Seristö, H. 2004. Strategies as discursive constructions: The case of airline alliances. Journal of Management Studies, 41(1): 1–35.CrossRefGoogle Scholar
Välikangas, L., & Carlsen, A. 2020. Spitting in the salad: Minor rebellion as institutional agency. Organization Studies, 41(9): 543–561.CrossRefGoogle Scholar
Van de Ven, A. H. 1992. Suggestions for studying strategy process: A research note. Strategic Management Journal, 13(Summer Special Issue): 169–191.CrossRefGoogle Scholar
Vargha, Z. 2018. Performing a strategy’s world: How redesigning customers made relationship banking possible. Long Range Planning, 51: 480–494.CrossRefGoogle Scholar
Veblen, T. 1909. The limitations of marginal utility. Journal of Political Economy, 17(9): 620–636.CrossRefGoogle Scholar
Voronov, M., & Vince, R. 2012. Integrating emotions into the analysis of institutional work. Academy of Management Review, 37(1): 58–81.Google Scholar
Weick, K. E. 1979. The Social Psychology of Organizing (2nd ed.). New York: Random House.Google Scholar
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. 2005. Organizing and the process of sensemaking. Organization Science, 16(4): 409–421.CrossRefGoogle Scholar
Whipp, R., & Clark, P. 1986. Innovation and the Auto Industry. London: Frances Pinter.Google Scholar
Whitley, R. D. 1990. Eastern Asian enterprise structures and the comparative analysis of forms of business organization. Organization Studies, 11(1): 47–74.CrossRefGoogle Scholar
Whitley, R. D. 1991. The social construction of business systems in East Asia. Organization Studies, 12(1): 1–28.CrossRefGoogle Scholar
Whitley, R. D. 1992. European Business Systems: Firms and Markets in Their National Contexts. London: Sage.Google Scholar
Whitley, R. D. 1994. Dominant forms of economic organization in market economies. Organization Studies, 15(2): 153–182.CrossRefGoogle Scholar
Whitley, R. D. 1998. Internationalization and varieties of capitalism: The limited effects of cross-national coordination of economic activities on the nature of business systems. Review of International Political Economy, 5(3): 445–481.CrossRefGoogle Scholar
Whitley, R. D. 1999. Divergent Capitalisms: The Social Structuring and Change of Business Systems. Oxford: Oxford University Press.CrossRefGoogle Scholar
Whitley, R. D. 2000. The institutional structuring of innovation strategies: Business systems, firm types and patterns of technical change in different market economies. Organization Studies, 21(5): 855–886.CrossRefGoogle Scholar
Whitley, R. D. 2003. From the search for universal correlations to institutional structuring of economic organization and change: The development and future of organization studies. Organization, 10(3): 481–501.CrossRefGoogle Scholar
Whitley, R. D. 2007. Business Systems and Organizational Capabilities. Oxford: Oxford University Press.CrossRefGoogle Scholar
Whittington, R. 2006. Completing the practice turn in strategy research. Organization Studies, 27(5): 613–634.CrossRefGoogle Scholar
Whittington, R. 2015. Giddens, structuration theory and strategy as practice. In Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.), The Cambridge Handbook of Strategy as Practice, 2nd ed.: 145–164. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Wijen, F., & Ansari, S. 2007. Overcoming inaction through collective institutional entrepreneurship: Insights from regime theory. Organization Studies, 28(7): 1079–1100.CrossRefGoogle Scholar
Williamson, O. E. 1981. The economics of organization: The transaction cost approach. American Journal of Sociology, 87(3): 548–577.CrossRefGoogle Scholar
Williamson, O. E. 1991. Strategizing, economizing, and economic organization. Strategic Management Journal, 12(Winter Special Issue): 75–94.CrossRefGoogle Scholar
Williamson, O. E. 1999a. Public and private bureaucracies: A transaction cost economics perspective. Journal of Law, Economics & Organization, 15(1): 306–342.CrossRefGoogle Scholar
Williamson, O. E. 1999b. Strategy research: Governance and competitive perspectives. Strategic Management Journal, 20(12): 1087–1108.3.0.CO;2-Z>CrossRefGoogle Scholar
Williamson, O. E. 2000. The new institutional economics: Taking stock, looking ahead. Journal of Economic Literature, 38(3): 595–613.CrossRefGoogle Scholar
Woodward, J. 1965. Industrial Organization: Theory and Practice. Oxford: Oxford University Press.Google Scholar
Zajac, E. J., & Westphal, J. D. 2004. The social construction of market value: Institutionalization and learning perspectives on stock market reactions. American Sociological Review, 69(3): 433–457.CrossRefGoogle Scholar
Zietsma, C., Groenewegen, P., Logue, D., & Hinings, C. R. 2017. Field or fields? Building the scaffolding for cumulation of research on institutional fields. Academy of Management Annals, 11(1): 391–450.CrossRefGoogle Scholar
Zietsma, C., & Lawrence, T. B. 2010. Institutional work in the transformation of an organizational field: The interplay of boundary work and practice work. Administrative Science Quarterly, 55: 189–221.CrossRefGoogle Scholar
Zilber, T. B. 2002. Institutionalization as an interplay between actions, meanings and actors: The case of a rape crisis center in Israel. Academy of Management Journal, 45(1): 234–254.CrossRefGoogle Scholar
Zilber, T. B. 2006. The work of the symbolic in institutional processes: Translations of rational myths in Israeli high tech. Academy of Management Journal, 49(2): 281–303.CrossRefGoogle Scholar
Zilber, T. B. 2024. Narrating institutional logics into effect: Coherence across cognitive, political, and emotional elements. Administrative Science Quarterly, 69(1), 172–221.CrossRefGoogle Scholar
Zucker, L. G. 1983. Organizations as institutions. In Bacharach, S. B. (Ed.), Advances in Organizational Theory and Research: 1–43. Greenwich, CN: JAI Press.Google Scholar