Meanings on Multiple Levels: The Influence of Field‐Level and Organizational‐Level Meaning Systems on Diffusion

Love, E. Geoffrey

doi:10.1111/j.1467-6486.2007.00739.x

Cited by 48 publications

(33 citation statements)

References 57 publications

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“…Our study provides an example and points to the need for multi-level research on institutionalization, such as recent work considering the organizational and field level perspective (Love and Cebon, 2008;Purdy and Gray, 2009). By focusing on the micro-level behaviour of actors, we have been able to draw attention to the role of managers and professionals at the front-line in connection with the organizational level.…”

Section: Discussionmentioning

confidence: 86%

Transforming New Ideas into Practice: An Activity Based Perspective on the Institutionalization of Practices

Reay

Chreim

Golden‐Biddle

et al. 2013

J Management Studies

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We develop an activity‐focused process model of how new ideas can be transformed into front line practice by reviving attention to the importance of habitualization as a key component of institutionalization. In contrast to established models that explain how ideas diffuse or spread from one organization to another, we employ a micro‐level perspective to study the subsequent intra‐organizational processes through which these ideas are transformed into new workplace practices. We followed efforts to transform the organizationally accepted idea of ‘interdisciplinary teamwork’ into new everyday practices in four cases over a six year time period. We contribute to the literature by focusing on de‐habitualizing and re‐habitualizing behaviours that connect micro‐level actions with organizational level theorizing. Our model illuminates three phases that we propose are essential to creating and sustaining this connection: micro‐level theorizing, encouraging trying the new practices, and facilitating collective meaning‐making.

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Section: Discussionmentioning

confidence: 86%

Transforming New Ideas into Practice: An Activity Based Perspective on the Institutionalization of Practices

Reay

Chreim

Golden‐Biddle

et al. 2013

J Management Studies

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“…There is a long line of research on this model, several of them confirming the existence of differences in motivations for early vs. later adopters. However, more recently, scholars have called for rethinking this model (Lounsbury , Love & Cebon ). In particular, social and economic motivations may not be mutually exclusive and may in fact, coexist (Kraatz & Zajac , Kennedy & Fiss ).…”

Section: Discussionmentioning

confidence: 99%

The Global Compact: an analysis of the motivations of adoption in the Spanish context

et al. 2012

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In the 10 years after the launch of the United Nations Global Compact (GC), there have been very few empirical assessments of the initiative in the academic literature. In this study, drawing from institutional theory and the resource-based view of the firm, we examine motivations of business participants to adopt the GC principles in the Spanish context. Using survey data from Spain -the country reporting the highest volume of business participants in the GC -we find that external institutional forces as well as internal organisational resources shape motivations for adopting GC principles. In particular, we find that early and late adopters are motivated similarly by the perceived opportunity of achieving image gains, while late adopters are motivated more by economic gains than early adopters. We further find that regardless of the extent of internal intangible resources possessed, firms are similarly motivated by economic gains. The results also show that companies with more intangible resources are motivated more by image gains than those with fewer resources. Our findings indicate that contrary to its earlier days, economic gains have emerged as an important motivator for the adopters of the GC principles with image gains still being an important motivator.bs_bs_banner

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“…This argument suggests hypotheses that distinguish population-and organization-level mechanisms of practice variation (Ansari et al 2010, Love and Cebon 2008, Schneiberg and Soule 2005. We now turn to translating the argument into hypotheses regarding variation in golden parachutes.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 98%

How Golden Parachutes Unfolded: Diffusion and Variation of a Controversial Practice

Fiss

Kennedy

Davis

2012

Organization Science

132

121

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W e contribute to a growing focus on variation in diffusion processes by examining the ways in which contested practices are modified as they spread among adopters. Expanding on prior diffusion accounts, we argue that the extensiveness and similarity of a practice will vary in response to both population-and organization-level mechanisms. To examine these issues, we study variation in "golden parachute" contracts, a controversial corporate governance practice that emerged and spread widely during the hostile takeover wave of the 1980s. Using a concept network approach to analyze the composition of parachute plans, we find evidence of mechanisms that both increase and decrease extensiveness and variation of golden parachutes. Our findings hold implications for accounts of practice diffusion over contested terrain by revealing substantial variation in the course of diffusion.

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Meanings on Multiple Levels: The Influence of Field‐Level and Organizational‐Level Meaning Systems on Diffusion

Cited by 48 publications

References 57 publications

Transforming New Ideas into Practice: An Activity Based Perspective on the Institutionalization of Practices

Transforming New Ideas into Practice: An Activity Based Perspective on the Institutionalization of Practices

The Global Compact: an analysis of the motivations of adoption in the Spanish context

How Golden Parachutes Unfolded: Diffusion and Variation of a Controversial Practice

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