The influence of the institutional field maturity on the legitimacy of the institutional entrepreneur

André Luiz Barbosa da Silva, Juracy Parente
DOI: https://doi.org/10.21529/RECADM.2021009

Abstract

This article aims to define how the degree of institutional maturity of the corrected street pole can construct the appropriate institutional entrepreneur's legitimacy (IEL's). The study is based on the qualitative approach with a multiple case study involving institutional entrepreneurs in the revitalization project, totaling eight Brazilian retail centers. The research contributes to the field of Institutional Theory, more precisely the aspect of institutional entrepreneurship, by demonstrating that, unlike the existing Theory, the results show that even when following the theoretical precepts proposed to build legitimacy, the institutional entrepreneurs could not carry it out. This happened due to the characteristics of the "pre-emergent" field, which does not have the minimum necessary degree of institutionalization to guarantee the institutional entrepreneur's full performance in the revitalization process. In this sense, the research reinforces that, besides presenting the behavior of institutional entrepreneurs and having a relevant project for the benefit of the actors, one should analyze the maturity in advance.


Keywords

institutional entrepreneurship; legitimacy; maturity of institutional fields; street retail districts

Compartilhe

References


Ahmadjian, C. L., & Robinson, P. (2001). Safety in numbers: Downsizing and the deinstitutionalization of permanent employment in Japan. Administrative Science Quarterly, 46(4), 622–654. https://doi.org/10.2307/3094826

Ahrens, T., & Ferry, L. (2016). Institutional entrepreneurship, practice memory, and cultural memory: Choice and creativity in the pursuit of endogenous change of local authority budgeting. Management Accounting Research, 1–10. https://doi.org/10.1016/j.mar.2016.11.001

Aldrich, H. E., & Fiol, C. M. (1994). Fools Rush in? The Institutional Context of Indsutry Creation. The Academy of Management Review, 19(4), 645–670. https://doi.org/10.2307/258740

Amis, J., Slack, T., & Hinings, C. R. (2004). The Pace, Sequence, and Linearity of Radical Change. Academy of Management Journal, 47(1), 15–39.

Anand, N., & Peterson, R. A. (2000). When Market Information Constitutes Fields: Sensemaking of Markets in the Commercial Music Industry. Organization Science, 11(3), 270–284. https://doi.org/10.1287/orsc.11.3.270.12502

Balsas, C. L. (2000). City center revitalization in Portugal. Cities, 17(1), 19–31. http://scholar.google.com/scholar?hl=en&btnG=Search&q=intitle:City+center+revitalization+in+Portugal#2

Battilana, J., Leca, B., & Boxenbaum, E. (2009). How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship. The Academy of Management Annals, 3(1), 65–107. https://doi.org/10.1080/19416520903053598

Benbasat, I., Goldstein, D. K., & Mead, M. (1987). Strategy in Studies of. MIS Quarterly, 11(3), 369–386. https://doi.org/10.2307/248684

Boxenbaum, E. (2004). For symposium : Perspectives on Institutional Entrepreneurship Academy of Management Annual Conference New Orleans , August 6-11 , 2004 The Innovative Capacity of Institutional Entrepreneurs : A Reconstruction of Corporate Social Responsibility The Innova. Business.

Boxenbaum, E., & Battilana, J. (2005). Importation as innovation: transposing managerial practices across fields. Strategic Organization, 3(4), 355–383. https://doi.org/10.1177/1476127005058996

Buhr, K. (2012). The Inclusion of Aviation in the EU Emissions Trading Scheme: Temporal Conditions for Institutional Entrepreneurship. Organization Studies, 33(11), 1565–1587. https://doi.org/10.1177/0170840612463324

Caronna, C. A. (2004). The Misalignment of Institutional " Pillars ": Consequences for the U. S. Health Care Field. Journal of Health and Social Behavior, 45, 45–58.

Cook, I. R. (2009). Private sector involvement in urban governance: The case of Business Improvement Districts and Town Centre Management partnerships in England. Geoforum, 40(5), 930–940. https://doi.org/10.1016/j.geoforum.2009.07.003

Clemens, Elisabeth S., & James M. Cook. 1999. “Politics and Institucionalism: Explaining Durability and Change.” Annual Review of Sociology, 25(1),441–66.

Dacin, M. T., Goodstein, J., & Scott, W. (2002a). Institutional theory and institutional change: Introduction to the special research forum. Academy of Management Journal, 45(1), 45–57. http://amj.aom.org/content/45/1/45.short

Dacin, M. T., Goodstein, J., & Scott, W. R. (2002b). Institutional Theory and Institutional Change: Introduction to the Special Research Forum. Academy of Management Journal, 45(1), 43–56. http://www.jstor.org/stable/3069284

David, R. J. R., Sine, W. D. W., & Haveman, H. A. H. (2013). Seizing opportunity in emerging fields: How institutional entrepreneurs legitimated the professional form of management consulting. Organization Science, 24(2), 356–377. https://doi.org/10.1287/orsc.1120.0745

Davis, G., Diekmann, K., & Tinsley, C. (1994). The Decline and Fall of the Conglomerate Firm in the 1980s: the Deinstitutionalization of an Organizational Form. American Sociological Review, 59(4), 547–570. https://doi.org/10.1017/CBO9781107415324.004

Déjean, F., Gond, J.-P., & Leca, B. (2004). Measuring the Unmeasured: An Institutional Entrepreneur Strategy in an Emerging Industry. Human Relations, 57(6), 741–764. https://doi.org/10.1177/0018726704044954

Denzin, N. K., & Lincoln, Y. S. (1994). Handbook of qualitative research. Thousand Oaks: Sage Publications

DiMaggio, P. J., & Powel, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in orgnizational fields. American Sociological Review, 48, 147–160.

Dokmeci, V., Altunbas, U., & Yazgi, B. (2007). Revitalisation of the Main Street of a Distinguished Old Neighbourhood in Istanbul. European Planning Studies, 15(1), 153–166. https://doi.org/10.1080/09654310601016788

Dorado, S. (2013). Small Groups as Context for Institutional Entrepreneurship: An Exploration of the Emergence of Commercial Microfinance in Bolivia. Organization Studies, 34(4), 533–557. https://doi.org/10.1177/0170840612470255

Dowling, J., & Pfeffer, J. (1975). Organizational Legitimacy:Social Values and Organizational Behavior. The Pacific Sociological Review, 18(1), 122–136.

Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550. https://doi.org/10.2307/258557

Fligstein, N. (1997). Social skill and the theory of fields. American Behavioral Scientist, 40, 397–405. https://doi.org/0803973233

Fligstein, N., & Mara-Drita, I. (1996). How to make a market: Reflections on the attempt to create a single market in the European Union. American Journal of Sociology, 102(1), 1–33. https://doi.org/10.1086/230907

Fligstein, N., & McAdam, D. (2011). Toward a general theory of strategic action fields. Sociological Theory, 29(1), 1–26. https://doi.org/10.1111/j.1467-9558.2010.01385.x

Garud, R., Hardy, C., & Maguire, S. (2007). Institutional entrepreneurship as embedded agency: an introduction to the special issue. Organization Studies, 28(7), 957–969. https://doi.org/10.1177/0170840607078958

Garud, R., Jain, S., & Kumaraswamy, A. (2002). Institutional entrepreneurship in the sponsorship of common technological standards : the case of Sun Microsystems and Java. The Academy of Management Journal, 45(1), 196–214.

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.

Greenwood, R., & Suddaby, R. (2006). Institutional entrepreneurship in mature fields: The big five accounting firms. Academy of Management Journal, 49(1), 27–48. https://doi.org/10.5465/AMJ.2006.20785498

Greenwood, R., Suddaby, R., & Hinings, C. R. (2002). Theorizing change: the role of professional associations in the transformation of institutionalized fields. Academy of Management Journal, 45(1), 58–80. https://doi.org/10.2307/3069285

Guba, E. G., & Lincoln, Y. S. (1994). Competing paradigms in qualitative research. In N. K. Denzin & Y. S. Lincoln (Eds.). Handbook of qualitative research (pp. 105-117). London: Sage.

Hardy, C., & Maguire, S. (2008). Institutional entrepreneurship. In R. Greenwood, C. Oliver, K. Sahlin, & R. Suddaby (Eds.), Handbook of Organizational Institutionalism (pp. 198–217). London: SAGE

Hargadon, A. B., & Douglas, Y. (2001). When innovations meet institutions: Edison and the design of the electric light. Administrative Science Quarterly, 46(3), 476–501. https://doi.org/10.2307/3094872

Hart, C., Stachow, G., & Cadogan, J. W. (2013). Conceptualising town centre image and the customer experience. Journal of Marketing Management, 29(15–16), 1753–1781. https://doi.org/10.1080/0267257X.2013.800900

Hoffman, A. J. (1999). Institutional evolution and change: environmentalism and the U.S. Chemical Industry. The Academy of Management Journal, 42(4), 351–371.

Holm, P. (1995). The dynamics of institualization: transformation processes in Norwegian fisheries. Administrative Science Quarterly, 40(3), 398–422.

Jayanti, R. K., & Raghunath, S. (2018). Institutional entrepreneur strategies in emerging economies: creating market exclusivity for the rising affluent. Journal of Business Research, 89(January 2016), 87–98. https://doi.org/10.1016/j.jbusres.2018.03.039

Koene, B. a. S. (2006). Situated human agency, institutional entrepreneurship and institutional change. Journal of Organizational Change Management, 19(3), 365–382. https://doi.org/10.1108/09534810610668364

Kupke, & Valerie. (2004). Identifying the dimensions to retail centre image. Journal of Property Investment & Finance, 22(4), 298–306. https://doi.org/10.1108/14635780410550858

Lawrence, T., Hardy, C., & Phillips, N. (2002). Institutional effects of interorganizational collaborations: the emergency of Proto-Institutions. Academy of Management Journal, 45(1), 281–290. https://doi.org/10.2307/3069297

Leca, B., Battilana, J., & Boxenbaum, E. (2008). Agency and institutions : a review of institutional entrepreneurship. In HBS Working Paper (No. 08–096). https://doi.org/10.1111/j.1467-8683.2008.00685.x

Maguire, S., Hardy, C., & Lawrence, T. B. (2004). Institutional entrepreneurship in emerging fields : HIV / AIDS treatment advocacy in Canada. The Academy of Management Journal, 47(5), 657–679.

Meyer, J., & Rowan, B. (1977). Institutionalized organizations: formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363. http://www.jstor.org/stable/2778293

Milchen, J. (2005). The benefits of doing business locally. American Institute of Business Alliances, Boseman, MT., 1–2. http://www.amiba.net/assets/files/pdfs/benefits_doing_biz_locally.pdf

Miles, MB. & Huberman, AM. (1994). Qualitative data analysis (2nd edition). Thousand Oaks, CA: Sage Publications.

Oliver, C. (1992). The antecedents of deinstitutionalization. Organization Studies, 13(4), 563–588. https://doi.org/10.1177/017084069201300403

Page, S., & Hardyman, R. (1996). Place marketing and town centre management: new tool for urban revitalization. Cities, 13(3), 153–164. http://www.sciencedirect.com/science/article/pii/0264275196000029

Pettigrew, A. M. (1987). Theoretical, methodological and empirical issues in studying change. Journal of Mangement Studies, 420–426.

Pettigrew, A. M. (1990). Longitudinal field research on change: theory and practice. Organization Science, 1(3), 267–292. https://doi.org/doi: 10.2307/2635006

Phillips, N., Lawrence, T. B., & Hardy, C. (2000). Inter-organizational collaboration and the dynamics of institutional fields. Journal of Management Studies, 37(1), 23–41. https://doi.org/10.1111/1467-6486.00171

Phillips, N., Lawrence, T. B., & Hardy, C. (2004). Discourse and institutions. Academy of Management Review, 29(4), 636–652. https://doi.org/10.5465/AMR.2004.14497617

Presti, J. (2003). Neighborhood Business District Analysis: Pioneer Square Business Improvement Area, Seattle [University of Washington]. In professional project submitted in partial fulfillment of …. http://scholar.google.com/scholar?hl=en&btnG=Search&q=intitle:Neighborhood+Business+District+Analysis+:+Pioneer+Square+Business+Improvement+Area+,+Seattle#0

Pryor, S., & Grossbart, S. (2005). Ethnography of an American Main Street. International Journal of Retail & Distribution Management, 33(11), 806–823. https://doi.org/10.1108/09590550510629400

Qureshi, I., Kistruck, G. M., & Bhatt, B. (2016). The enabling and constraining effects of social ties in the process of institutional entrepreneurship. Organization Studies, 37(3), 425–447. https://doi.org/10.1177/0170840615613372

Rao, H., Morrill, C., & Zald, M. N. (2000). Power plays: how social movements and collective action create new organizational forms. Research in Organizational Behavior, 22, 237–281. https://doi.org/10.1016/S0191-3085(00)22007-8

Ruef, M., & Scott, W. R. (1998). A multidimensional model of organizational legitimacy: hospital survival in changing institutional environments. Administrative Science Quarterly, 43(4), 877–904. https://doi.org/10.2307/2393619

Scott, W. R. (1987). The adolescence of theory institutional. Administrative Science Quarterly, 32(4), 493–511.

Scott, W. R. (2008). Lords of the dance: professionals as institutional agents. Organization Studies, 29(2), 219–238. https://doi.org/10.1177/0170840607088151

Seo, M.-G., & Creed, W. E. D. (2002). Institutional contradictions, and institutional change: a dialectical. Management, 27(2), 222–247.

Singh, J. V, Tucker, D. J., & House, R. J. (1986). Organizational legit- imacy and the liability of newness Robert J. House. Administrative Science Quarterly, 31(2), 171–193. http://www.ncbi.nlm.nih.gov/pubmed/22157681

Smith, D. L., Hoersch, A. L., & Gordon, P. R. (1995). Problem-Based Learning in the undergraduate Geology classroom. 43, 149–152.

Stål, H. I., Bonnedahl, K. J., & Eriksson, J. (2014). The challenge of introducing low-carbon industrial practices: institutional entrepreneurship in the agri-food sector. European Management Journal, 32(2), 203–215. https://doi.org/10.1016/j.emj.2013.06.005

Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50(1), 35–67. https://doi.org/10.2189/asqu.2005.50.1.35

Teller, C. (2008). Shopping streets versus shopping malls–determinants of agglomeration format attractiveness from the consumers’ point of view. Review of Retail, Distribution and Consumer Research, 18(4), 381–403. http://www.tandfonline.com/doi/abs/10.1080/09593960802299452

Teller, C., Elms, J. R., Thomson, J. A, & Paddison, A. R. (2010). Place marketing and urban retail agglomerations: an examination of shoppers’ place attractiveness perceptions. Place Branding and Public Diplomacy, 6(2), 124–133. https://doi.org/10.1057/pb.2010.11

Teller, C., & Reutterer, T. (2008). The evolving concept of retail attractiveness: what makes retail agglomerations attractive when customers shop at them? Journal of Retailing and Consumer Services, 15(3), 127–143. https://doi.org/10.1016/j.jretconser.2007.03.003

Tolbert, P., & Zucker, L. (1983). Institutional sources of change in the formal structure of organizations: the diffusion of Civil Service Reform. Administrative Science Quarterly, 28(1), 22–39. http://www.jstor.org/stable/2392383

Van Bockhaven, W., Matthyssens, P., & Vandenbempt, K. (2015). Empowering the underdog: Soft power in the development of collective institutional entrepreneurship in business markets. Industrial Marketing Management, 48, 174–185. https://doi.org/10.1016/j.indmarman.2015.03.020

Wade-Benzoni, K. A., Hoffman, A. J., Thompson, L. L., Moore, D. A., Gillespie, J. J., & Bazerman, M. H. (2002). Resolution in ideologically based negotiations: the role of values and institutions. Academy of Management Review, 27(1), 41–58.

Ward, K. (2007). Creating a personality for downtown: business improvement districts in Milwaukee. Urban Geography, 28(8), 781–808.

Wicks, D. (2001). Institutionalized mindsets of invulnerability: differentiated institutional fieldsand the antecedents of organizational crisis. Organization Studies, 22(4), 659–692. https://doi.org/10.1177/07399863870092005

Yin, R. K. (2009). Case study research: design and methods (4th Ed.). Thousand Oaks, CA: Sage.

Zelditch, M. (2001). Processes of legitimation: recent developments and new directions. Social Psychology Quarterly, 64(1), 4–17. https://doi.org/10.2307/3090147

Zimmerman, M. a., & Zeitz, G. J. (2002). Beyond survival: achieving new venture growth by building legitimacy. Academy of Management Review, 27(3), 414–431. https://doi.org/10.5465/AMR.2002.7389921

Zucker, L. (1987). Institutional theories of organization. Annual Review of Sociology, 13, 443–464. http://www.jstor.org/stable/2083256




Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.