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The Drug-Related Problem Risk Assessment Tool turned out to be feasible among practical nurses. The brief training on the content and use of the tool seems to be sufficient for ensuring reliable use of the tool.

Purpose -The purpose of this paper is to discuss institutional influence on customer relationship management (CRM) practices and the restructuring of portfolios during the merger of two pharmaceutical companies. Design/methodology/approach -An explanatory case study from the perspective of the focal actor. Findings -Isomorphic pressures and some organizational conditions are identified as relevant factors in the redefinition of the customer, the outcome of which is the deinstitutionalization of some CRM practices and the restructuring of customer portfolios. It is also proposed that procedural legitimacy drives the change within the network organization. Research limitations/implications -This study reported in this paper is idiographic and explores one case. Further longitudinal research is needed in order to generalize the findings. Practical implications -CRM practices are contingent upon how isomorphic pressures are coped with and how the institutional arrangements are utilized during the merger. Originality/value -This paper contributes to the discussion on institutional influence on CRM in network organizations.

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PurposeThe purpose of this paper is to discuss the impact of the institutional environment on strategic networks including their cohesiveness as well as institutional entrepreneurship activities conducted by members of these networks.Design/methodology/approachThe paper presents a case study of the trade association Pharma Industry Finland (PIF) and its institutional environment.FindingsInstitutional environment and institutional entrepreneurship of a strategic network are intertwined in various ways. Changes in the institutional environment influence the strategic cohesiveness of the network and the mutual goals of its network members. As a result, PIF proactively engages in entrepreneurial activities to realize its interests.Research limitations/implicationsThe paper of one network and one institutional environment is limited in generalizability. Further research is needed to explore if similar results can be obtained in other contexts.Practical implicationsIn order to be successful, companies should be able to sense and evaluate which matters can be effectively addressed through collective institutional entrepreneurship and/or the company's own entrepreneurial activity.Originality/valueThis empirical study contributes to discussions on the theoretical understanding of strategic networks in relation to institutional environments, institutionally bounded strategizing in networks, and institutional entrepreneurship in business networks.