W. Richard SCOTT (1995), Institutions and Organizations. Ideas, Interests and Identities.

Scott, W. Richard

doi:10.3917/mana.172.0136

Cited by 2,040 publications

(4,301 citation statements)

References 8 publications

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“…The pattern displayed in table 2 corresponds fairly well with similar ones reported in the Danish, Swedish and Finnish country reports. Based on the work reviewed for this article it is therefore fair to say that the superintendents share a common basis of identity with their school leaders, or 'normative and cultural ground' in Scott's terminology (Scott, 2014). Collaboration and tight partnerships between superintendents and leaders should, therefore, be fairly easily set up and maintained because they share the same cultural capital (Bordieu, 1993).…”

Section: Summary Of Findingsmentioning

confidence: 99%

Mediation, Collaborative Learning and Trust in Norwegian School Governing: Synthesis from a Nordic Research Project

Paulsen

Henriksen

2017

NJCIE

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This paper analyses productive patterns through which school superintendents and subordinated principals collaborate at the local levels of implementation in the Nordic countries. The underlying theoretical premise is that the school governance systems in the Nordic countries, as a function of strengthened state steering and a variety of local political conditions, entail a series of loose couplings-described by the broken chain metaphor. The analysis is based on a review of findings from a comparative Nordic research project. The review reveals that school superintendents and principals to a large extent activate professional learning forums as integration mechanism-to make collective sense of ambiguous national reforms. Important learning conditions that emerge from the country reports, on which the reviewed research is based, seem to cluster and cohere around learning climate, interpersonal trust, leadership support and a shared knowledge base between the school leaders and the municipal apparatus. Implications for research and practice are discussed.

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Section: Summary Of Findingsmentioning

confidence: 99%

Mediation, Collaborative Learning and Trust in Norwegian School Governing: Synthesis from a Nordic Research Project

Paulsen

Henriksen

2017

NJCIE

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“…According to the institutional theory, there are three pillars of institutions: regulative, normative, and cultural-cognitive systems (Scott, 2008).…”

Section: Stakeholder Expectations Legitimacy and Institutional Theorymentioning

confidence: 99%

“…For the different pillars of institutions, there are different basis of legitimacy (Scott, 2008). Indeed, Suchman's (1995) definition presented before reflects the idea that legitimacy depends on the collective audience, rather than on the perceptions of the individuals per se.…”

Section: Stakeholder Expectations Legitimacy and Institutional Theorymentioning

confidence: 99%

Reporting on sustainable operations by third sector organizations: A signalling approach

Simaens

Koster

2013

Public Management Review

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An institutional approach to sustainable operations and procurement by third sector organizations SummaryAwareness of (un)sustainable operations is increasing in both academic research and practice.However, little is known about sustainable operations within the third sector. When it comes to sustainable practices, the role played by third sector organizations, and especially non-governmental organizations, has mostly been regarded as advocacy. We shift this traditional perspective by analyzing sustainability of internal operations, including procurement, by third sector organizations.Institutional theory is used to discuss the reporting trends that were found in a document analysis of reports by third sector organizations. We present research lines that might allow understanding drivers and constraints of such (reporting) practices.

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“…This allowed a better understanding of the dynamics between the key political actors in the geriatric identity conversion process. In this respect, it was extremely valuable to follow the methodological proposals of old institutionalism, which postulates the relevance of digging into the history of organizations in order to understand how they become institutions through internal and external dynamics (Scott, 2014;Selznick, 1957). These arguments show that institutional development implies transcending the strict lens of instrumental rationality for the achievement of goals.…”

Section: Discussionmentioning

confidence: 99%

“…In some cases, the conversion results in adding new supporters to the organization. In the case of a new political coalition that takes over power, instead of dismantling the former organization, the coalition will use it in an innovative way by exploiting the ambiguities found within the system (Scott, 2014;Selznick, 1957). In order to advance and consolidate innovations in the conversion process, it is vital for the dominant political coalition to acquire and maintain legitimacy with both internal and external audiences (Mahoney & Thellen, 2010).…”

Section: Theoretical Aspects Changes In Organizational Identitymentioning

confidence: 99%

Ambiguity in the Identity Transformation of Public Health Organizations

Acuña

Sanfuentes

2016

Rev. adm. empres.

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This study explores the transformations implemented by health authorities in a hospital over the last forty years with the purpose of institutionalizing geriatrics in the Chilean public health system. The transformations have been implemented through a process of identity conversion that had implied high levels of ambiguity due to the contradictory coexistence of the old hospital's identity with the new geriatric practices. These ambiguities are associated with the erratic, precarious support provided by state authorities to the development of the public geriatric framework. Through the handling of images, authorities have paradoxically amplified the achievements of these transformations, thus promoting apparent complacency in internal and external audiences.KEYWORDS | Ambiguity, identity, change, history, organizations. RESUMO Este estudo explora as transformações implementadas por autoridades de saúde em um hospital durante os últimos quarenta anos, com a finalidade de institucionalizar a geriatria no sistema de saúde pública chilena. As transformações foram implementadas por meio de um processo de conversão de identidade que implicou altos níveis de ambiguidade, devido à existência contraditória da identidade do antigo hospital com as novas práticas geriátricas. Estas ambiguidades são associadas ao apoio errático e precário fornecido pelas autoridades do Estado ao desenvolvimento da estrutura geriátrica pública. Através da manipulação de imagens, as autoridades paradoxalmente ampliaram as conquistas destas transformações, promovendo uma aparente complacência nos públicos interno e externo. PALAVRAS-CHAVE |

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W. Richard SCOTT (1995), Institutions and Organizations. Ideas, Interests and Identities.

Cited by 2,040 publications

References 8 publications

Mediation, Collaborative Learning and Trust in Norwegian School Governing: Synthesis from a Nordic Research Project

Mediation, Collaborative Learning and Trust in Norwegian School Governing: Synthesis from a Nordic Research Project

Reporting on sustainable operations by third sector organizations: A signalling approach

Ambiguity in the Identity Transformation of Public Health Organizations

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