Journal articles on the topic 'Institutional change process'
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1
Morseli, Alessandro. "AN INSTITUTIONALIST-CONVENTIONALIST APPROACH TO THE PROCESS OF ECONOMIC CHANGE." Economic Thought journal 67, no. 4 (October 11, 2022): 411–28. http://dx.doi.org/10.56497/etj2267401.
Abstract:
This paper highlights the problems that neoclassical theory encounters in providing a comprehensive explanation of the process of economic change. Whereas institutionalism combined with conventionalism has the merit of conceptualising economic and social processes, showing that institutions are the result of social interaction and not just structures produced by rational and maximising individuals. The Economics of Convention provides a theory of rules that is close to institutional foundations. Thus, an institutionalist-conventionalist approach will explain the interaction between individuals and institutions, shaping goals and desires, in a process of economic change due to institutional change.
2
Hill-Esler, Chelsey. "Determinants of Process Change Outcome." International Journal of Business Intelligence Research 4, no. 4 (October 2013): 45–60. http://dx.doi.org/10.4018/ijbir.2013100104.
Abstract:
This research looks to explore business process change within an institutional framework to determine its applicability in identifying determinants of success and failure in Business Process Change efforts. While there are many reasons suggested for failure, elements of the process involving the human factor are the primary area of concern for this study. An extensive literature review of 63 Business Process Change(BPC), including Business Process Reengineering(BPR), Total Quality Management(TQM), Lean Manufacturing(LM), Six Sigma and Continuous Process Improvement(CPI) case studies was conducted to determine the preliminary success/failure factors. The factors that are being investigated in this study are: industry type, number of employees, process change type, change response type, upper management support, lower echelon support, performance measurements, initial change focus and downsizing made during process change. The target variable is the process change outcome. The primary purpose of this study is to examine possible factors that either promote or inhibit success in process change efforts. The factors chosen for inclusion are those that are most closely associated with institutional theory and the human elements associated with process change in the workplace. This information will contribute to the existing research suggesting the congruence between Institutional Theory and Organization Change Theory.
3
de Leeuw, Tim, and Tobias Gössling. "Theorizing change revisited: An amended process model of institutional innovations and changes in institutional fields." Journal of Cleaner Production 135 (November 2016): 435–48. http://dx.doi.org/10.1016/j.jclepro.2016.06.119.
4
DROEGE, SCOTT B., and MATTHEW R. MARVEL. "PROCESS MECHANISMS OF INSTITUTIONAL ENTREPRENEURSHIP." Journal of Developmental Entrepreneurship 15, no. 02 (June 2010): 205–30. http://dx.doi.org/10.1142/s1084946710001518.
Abstract:
Field and historical data from China delineate two specific process mechanisms that facilitate institutional change: diminished utility of regulatory controls and negotiated boundaries of institutional space. These mechanisms tend to have entrepreneurial origins and, together, create new institutions when in the context of other factors that may be present in emerging economy institutional transition. These mechanisms link praxis, or experiential participation, with institutional change, thus enhancing our understanding of the drivers of entrepreneur-initiated institutional transition. Specifically, the effectiveness of regulatory controls decreases in the presence of collective entrepreneurial action and mobilization. In addition, negotiated boundaries of institutional space increase in the presence of reflective shifts in consciousness and increased activity of potential institutional entrepreneurship.
5
KINGSTON, CHRISTOPHER, and GONZALO CABALLERO. "Comparing theories of institutional change." Journal of Institutional Economics 5, no. 2 (August 2009): 151–80. http://dx.doi.org/10.1017/s1744137409001283.
Abstract:
AbstractThis article compares a variety of theoretical approaches to conceptualizing institutional change. Our goal is neither to discover the ‘best’ theory, nor to attempt to build a new one. Rather, we wish to compare how the theories we consider agree or differ with respect to the causes, process, and outcomes of institutional change. Some of the theories we discuss emphasize the deliberate creation of institutions through the political process, while others emphasize the spontaneous emergence of institutions through evolutionary processes. Still others combine elements of evolution and design. We differentiate a variety of approaches to conceptualizing the interaction between formal and informal rules. We discuss recent theories based on the ‘Equilibrium View’ of institutions, and theories emphasizing the role of habit, learning, and bounded rationality. We also consider theoretical explanations for institutional inertia and path-dependence.
6
Hearnea, Robert R., and Guillermo Donosob. "Water institutional reforms in Chile." Water Policy 7, no. 1 (February 1, 2005): 53–69. http://dx.doi.org/10.2166/wp.2005.0004.
Abstract:
This paper provides a review of the recent institutional changes observed in the water sector in Chile. This review is then used to reflect the Chilean experience in the light of the results concerning institutional change found in existing literature on both institutional economics in general and water institutional economics in particular. These results relate to factors explaining institutional change and the role of endogenous institutional features, such as path dependency and institutional linkages during the reform process. Against a brief description of the main features of the water sector in Chile, the paper provides an overview of Chilean water management institutions and the reforms process ongoing since the 1980s. The factors that motivated institutional changes in Chile's water management include ideology, transactions costs, interest-group behavior and path dependency. While the already observed institutional changes, such as the transferable water rights, water markets and urban water reforms, are all significant, further reforms are delayed by the deliberate legislative process required for changes as a result of the 1980 Constitution. Future water reforms in Chile, therefore, depend on a very difficult process of political reforms needed to change the 1980 Constitution and the 1981 Water Code.
7
Svensson, Jenny, Klara Tomson, and Egle Rindzeviciute. "Policy change as institutional work." Qualitative Research in Organizations and Management: An International Journal 12, no. 2 (June 12, 2017): 149–68. http://dx.doi.org/10.1108/qrom-05-2016-1380.
Abstract:
Purpose Policy change is frequently framed as resulting from governmental strategy based on explicit preferences, rational decision making and consecutive and aligned implementation. The purpose of this paper is to explore the theoretical perspective of institutional work as an alternative approach to understanding policy change, and investigates the construction of resources needed to perform such work. Design/methodology/approach The paper is based on a case study of the process wherein the idea of cultural and creative industries was introduced into Lithuanian cultural policy. The main data generating methods are document studies and qualitative interviews. Findings The analysis demonstrates the ways in which the resources needed to perform institutional work are created through the enactment of practice, and through the application of resourcing techniques. Three such techniques are identified in the empirical material: the application of experiences from other fields of practice, the elicitation of external support, and the borrowing of legitimacy. Originality/value The study offers an alternative approach to studies of policy change by demonstrating the value of institutional work in such change. Further, it contributes to the literature on institutional work by highlighting how instances of such work, drawing on a distributed agency, interlink and connect to each other in a process to produce policy change. Finally, it proposes three interrelated resourcing techniques underlying institutional work.
8
Ülgen, Faruk. "Financial Liberalization as a Process of Flawed Institutional Change." Journal of Economic Issues 50, no. 2 (April 2, 2016): 485–93. http://dx.doi.org/10.1080/00213624.2016.1179055.
9
Dewatripont, Mathias, and Gérard Roland. "Transition as a process of large-scale institutional change." Economics of Transition 4, no. 1 (May 1996): 1–30. http://dx.doi.org/10.1111/j.1468-0351.1996.tb00159.x.
10
Edwards, Gwyneth, and Rick Molz. "MNE practice transfer as a process of institutional change." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 31, no. 2 (June 2014): 116–27. http://dx.doi.org/10.1002/cjas.1282.
11
Galvin, Daniel J. "The Transformation of Political Institutions: Investments in Institutional Resources and Gradual Change in the National Party Committees." Studies in American Political Development 26, no. 1 (March 30, 2012): 50–70. http://dx.doi.org/10.1017/s0898588x12000028.
Abstract:
Institutional theorists have made major progress in recent years examining gradual processes of endogenous institutional change. Building on this line of theorizing, this article highlights an often overlooked source of incremental change in political institutions: investments ininstitutional resources. Unlike path-dependent processes, which are relatively open at the front end and relatively closed at the back end, resource investments made in one period serve to widen an institution's path and enhance its capacity to undertake a broader range of activities in subsequent periods. Drawn out over time, these investments can gradually transform institutional operations and purposes. To illustrate these dynamics, this article reconsiders the transformation of the national party committees into “parties in service” to their candidates. The most influential theoretical explanation for this change is supplied by actor-centered functionalist accounts that either ignore the parties' institutional forms or treat them as mere reflections of actors' preferences. As an alternative, I suggest that investments in two types of institutional resources—human resources and information assets—were integral to the process through which each party changed. Piecemeal investments in these resources gradually enabled each national party committee to provide a wider range of campaign services to its candidates, thereby producing ostensibly new “functions” over time. Though the process of institutional change unfolded at very different times in each party, the same dynamics were on display in both cases.
12
LANDINI, FABIO. "Institutional change and information production." Journal of Institutional Economics 9, no. 3 (March 21, 2013): 257–84. http://dx.doi.org/10.1017/s1744137413000064.
Abstract:
Abstract:The organization of information production is undergoing a deep transformation. Alongside corporations, which have been for long time the predominant institutions of information production, new organizational forms have emerged, e.g. free software communities, open-content on-line wikis, and collective blogs. The paper investigates the factors that favoured the emergence of these alternative systems, called peer production. Different from the previous literature, the paper considers technology as an endogenous variable in the process of organizational design. On this basis, the paper argues that the diffusion of digital technology is a necessary but not sufficient condition to explain the emergence of peer production. A similarly important role has been played by the set of ethics that motivated the early adherents to the free software movement. Such an ethics indeed operated as a ‘cultural subsidy’ that helped to overcome the complementarities existing among distinct institutional domains, and let a new organizational species to emerge.
13
Şeyşane, Volkan. "Ideational Power and Institutional Change." European Review of International Studies 10, no. 2 (October 20, 2023): 103–35. http://dx.doi.org/10.1163/21967415-10020013.
Abstract:
Abstract Over the past three decades, truth commissions (tc s) have proliferated globally as an institutional practice for addressing past human rights violations in transitional and post-conflict societies. In light of discursive institutionalism, which emphasises the significance of ideas and discourse in institutional formation, continuity, and change, this study aims to offer an alternative explanation for the international proliferation of tc s by examining the role of ideational power and the dynamics of continuity and change in their institutional construction from the mid-1980s to the early 2000s. It analyses how particular agents, such as human rights movements, political leaders, and transnational discursive coalitions, construct, disseminate, and transform the idea of tc s in a historically and socially given context. Using process tracing to shed light on the institutional development of tc s, it identifies four phases in their discursive construction: i) discursive invention; ii) transnational recognition; iii) technical fine-tuning and intellectual consensus building, and iv) incorporation into new fields.
14
DI MARTINO, PAOLO, MARK LATHAM, and MICHELANGELO VASTA. "Bankruptcy Laws Around Europe (1850–2015): Institutional Change and Institutional Features." Enterprise & Society 21, no. 4 (February 28, 2020): 936–90. http://dx.doi.org/10.1017/eso.2019.46.
Abstract:
Despite the relevance of bankruptcy law for a number of key issues regarding business functioning and organization, little is known about the features and evolution of these legal institutions over time and space. This paper starts to fill this gap in current knowledge by analyzing a new data set providing consistent information about key features of bankruptcy law between 1850 and 2015 in the thirty largest European economies. Regarding institutional change, our analysis supports the established view of a link between macroeconomic changes and the introduction of procedures alternative to bankruptcy. However, this process shows significant differences at the national level, making it difficult to support the idea of change as the result of belonging to a given legal system (French; common law; Scandinavia; Germanic), or the degree of economic development. Instead, change in bankruptcy institutions seems to be a product of, and contributor to, the wider process of individual state formation. Similarly, the features of bankruptcy procedures seem to confirm this picture: Looking at their possible outcomes, the right to begin proceedings, and degree of application to different types of debtors, national differences appear deep and persistent, despite a generalized pattern of convergence over time toward a less punitive approach to bankruptcy. Contact Information: University of Birmingham, Birmingtonham Business School, University House, Edgbaston Park Road, Birmingham, West Midlands, B15 2TY, United Kingdom of Great Britain and Northern Ireland. E-mail: p.dimartino@bham.ac.uk
15
Major, Maria, Ana Conceição, and Stewart Clegg. "When institutional entrepreneurship failed." Accounting, Auditing & Accountability Journal 31, no. 4 (May 21, 2018): 1199–229. http://dx.doi.org/10.1108/aaaj-09-2016-2700.
Abstract:
Purpose The purpose of this paper is to demonstrate the role of power relations in initiating and blocking accounting change that involves increased “responsibilisation” and “incentivisation”, and to understand how institutional entrepreneurship is steered by power strategies. Design/methodology/approach An in-depth case study was carried out between 2010 and 2015 in a cardiothoracic surgery service (CSS) where a responsibility centre was introduced. Findings Introducing a responsibility centre within a CSS led to a change process, despite pressures for stability. The institutionalisation of change was conditioned by entrepreneurship that flowed through three circuits of power. Strategies were adapted according to changes in exogenous environmental contingencies and alterations in the actors’ relationships. Originality/value The contributions of the paper are several: first, it demonstrates that the existing literature discussing the implementation of responsibility centres cannot be isolated from power issues; second, it expands understanding of the power dynamics and processes of institutional entrepreneurship when implementing accounting change; third, it shows how change introduced by exogenous political economic events structured organisational circuits of power and blocked the introduction of the change initiative.
16
Nee, Victor, and Sonja Opper. "Endogenous Institutional Change and Dynamic Capitalism." SOCIOLOGIA DEL LAVORO, no. 118 (July 2010): 15–39. http://dx.doi.org/10.3280/sl2010-118002.
Abstract:
State-centered theory asserts that political institutions and credible commitment by political elite to formal rules securing property rights provides the necessary and sufficient conditions for economic growth to take place. In this approach, the evolution of institutions favorable to economic performance is a top-down process led by politicians who control the state. Hence, in less developed and poor countries, the counterfactual is that if formal institutions secure property rights and check predatory action by the political elite, then sustained economic growth would follow. The limitation of state-centered theory stems from the problem that behavioral prescriptions - formal rules and regulations - that reflect what politicians prefer can be ignored. In contrast, we lay out the bottomup construction of economic institutions that gave rise to capitalist economic development in China. Entrepreneurship in the economically developed regions of the coastal provinces was not fueled by exogenous institutional changes. When the first entrepreneurs decided to decouple from the traditional socialist production system, the government had neither initiated financial reforms inviting a broader societal participation, nor had it provided property rights protection or transparent rules specifying company registration and liabilities. Instead, it was the development and use of innovative informal arrangements within close-knit groups of like-minded actors that provided the necessary funding and reliable business norms. This allowed the first wave of entrepreneurs to survive outside of the state-owned manufacturing system. This bottom-up process resembles earlier accounts of the rise of capitalism in the West.
17
Filgueiras, Fernando, and Ana Luiza Aranha. "Institutional change and accountability: procedural ecology and defiance of the Brazilian case." Revista Brasileira de Ciência Política, no. 28 (April 2019): 33–64. http://dx.doi.org/10.1590/0103-335220192802.
Abstract:
Abstract This article analyzes the process of institutional change, focusing on endogenous, exogenous and systemic processes. Scholars usually analyze institutional change considering endogenous and exogenous explanatory factors to talk about the direction and outcomes of the changes. In addition to these two factors, this paper proposes a third one. This paper proposes that the process of institutional change should be understood in terms of systemic variables and should take into account the interactions between institutions as a relevant factor in explaining the veto or promotion of institutional change. Based on qualitative evidence gathered from interviews with key accountability actors in Brazil, the paper discusses the incremental changes that occurred in the Brazilian accountability institutions. We demonstrate that, despite these incremental changes, the final result in terms of institutional change was not a broader systemic change with greater cooperation and coordination of control activities between accountability institutions. Accountability processes are understood as part of a dynamic system, under which competition and cooperation are part of the action repertoire of accountability actors and used differently depending on the situation.
18
Matos-Castaño, Julieta, Ashwin Mahalingam, and Geert Dewulf. "Unpacking the Path-Dependent Process of Institutional Change for PPPs." Australian Journal of Public Administration 73, no. 1 (March 2014): 47–66. http://dx.doi.org/10.1111/1467-8500.12062.
19
Bagley, Constance E., Priyamvada Natarajan, Liena Vayzman, Laura Wexler, and Shirley McCarthy. "Implementing Yale's Sexual Misconduct Policy: The Process Of Institutional Change." Change: The Magazine of Higher Learning 44, no. 2 (February 29, 2012): 7–15. http://dx.doi.org/10.1080/00091383.2012.655213.
20
Bruce, Kyle, and Peter von Staden. "Towards micro-foundations of institutional change." Journal of Management History 23, no. 3 (June 12, 2017): 223–40. http://dx.doi.org/10.1108/jmh-03-2017-0011.
Abstract:
Purpose Given managerial choices and the sociocultural context in which they are made are at the heart of management history, then an understanding of both is critical. This paper argues that the “late” North (2005) provides such an understanding. Design/methodology/approach This study is a research review synthesizing much disparate but cognate literature across the new institutionalism in organizational sociology/studies and in economics. Findings “Late” North (2005) provides an important ontological frame for dealing with the so-called “paradox of embedded agency”, an approach that may afford management historians a more thorough account of how institutions are formed and change over time. North has always maintained that institutional change is the outcome of deliberate or intentional choices made by actors. However, and unlike his earlier work which ignores how humans come to make the said choices, North (2005) explicates the sociocognitive process by which intentionality emerges with expanded consciousness, as humans construct ideas and beliefs about reality, beliefs that shape decisions to alter the said reality via the process of institutional change. Originality/value It is rather curious that despite North’s status as a “historian”, management historians – or at least those publishing in this journal from its founding in 1995 – do not seem to be terribly interested in North’s work. Although North rates a mention in rival journals, other than Dagnino and Quattrone’s (2006) study, papers in this journal invoking institutional theory align with the new institutionalism in organizational sociology/studies (NIOS) rather than North’s new institutional economics (NIE). Even in the related sub-discipline of business history, those professing an interest in institutions are more interested in the NIE of non-historians Coase and Oliver Williamson than they are in North’s NIE. And, in recent work analysing the place and significance of institutional theory in historical research, the foundations are unmistakeably NIOS rather than North’s NIE.
21
Smothers, Jack, Patrick J. Murphy, Milorad M. Novicevic, and John H. Humphreys. "Institutional entrepreneurship as emancipating institutional work." Journal of Management History 20, no. 1 (January 7, 2014): 114–34. http://dx.doi.org/10.1108/jmh-06-2012-0047.
Abstract:
Purpose – The aim of this paper is to propose an action-interaction-process framework to extend research on institutional entrepreneurship. The framework examines an actor's characteristics, interactions in an institutional context, and the process by which entrepreneurial action is accomplished. Design/methodology/approach – Via a sociohistorical archival method of narrative analysis, the action-interaction-process framework is applied to an exemplary case of institutional entrepreneurship – the case of James Meredith and the integrationist movement at the University of Mississippi in the 1960 s. Findings – The findings show that institutional entrepreneurs who maintain little power and influence over the institutional field must form strategic alliances to mobilize constituents and capitalize on the convergence of resources in the social setting. Practical implications – Through the process of collective action, institutional entrepreneurs can overcome resistance to change and displace inequitable institutional policies, while establishing new practices and norms. Originality/value – This research provides a stronger approach to examining institutional entrepreneurship and institutional entrepreneurs, the interaction between the institutional entrepreneur and the social context in which the individual operates, and the process by which inequitable institutionalized norms are reformed through collective action. This approach is useful to researchers examining institutional entrepreneurship or any area in which power disparity plays an important role.
22
Mertzanis, Harilaos. "Institutional change and corporate governance reform." Corporate Board role duties and composition 7, no. 1 (2011): 140–51. http://dx.doi.org/10.22495/cbv7i1c1art5.
Abstract:
The global financial crisis has posed challenges to financial institutions governance. Meeting these challenges requires an understanding of governance dynamics in relation to institutions’ performance within a changing environment. The nature and scope of institutional response to a changing environment depends upon inherited governance structures, including socioeconomic conventions and rules of behavior at the macro level and time, expertise and common commitment of directors at the micro level. Innovation and learning-by-doing in governance can be an effective reform strategy. Innovation in governance may include the establishment of new norms of economic behavior and the transformation of decision-making process and the reallocation of responsibilities to directors and senior management. This may also inform regulatory approaches in strengthening financial institutions governance, based on improved disclosure, independent and competent boards.
23
GREIF, AVNER, and DAVID D. LAITIN. "A Theory of Endogenous Institutional Change." American Political Science Review 98, no. 4 (November 2004): 633–52. http://dx.doi.org/10.1017/s0003055404041395.
Abstract:
This paper asks (a) why and how institutions change, (b) how an institution persists in a changing environment, and (c) how processes that it unleashes lead to its own demise. The paper shows that the game-theoretic notion of self-enforcing equilibrium and the historical institutionalist focus on process are both inadequate to answer these questions. Building on a game-theoretic foundation, but responding to the critique of it by historical institutionalists, the paper introduces the concepts of quasi-parameters and self reinforcement. With these concepts, and building on repeated game theory, a dynamic approach to institutions is offered, one that can account for endogenous change (and stability) of institutions. Contextual accounts of formal governing institutions in early modern Europe and the informal institution of cleavage structure in the contemporary world provide illustrations of the approach.
24
Wallach, Philip A. "Competing Institutional Perspectives in the Life of Glass–Steagall." Studies in American Political Development 28, no. 1 (February 11, 2014): 26–48. http://dx.doi.org/10.1017/s0898588x13000175.
Abstract:
A growing body of scholarship explores processes of gradual but transformative institutional change, classifying patterns of change into several categories. I argue that policymakers themselves actively contest the appropriate institutional frames for understanding changes as they seek to guide institutional change, and show that judicial determinations of statutory meaning are sensitive to judgments about which institutional perspective is most compelling. A process-tracing examination of institutional changes in the Glass–Steagall Act over the law's whole life span, from 1933 to 1999, provides a concrete example of how the dynamics of contestation can play out. Those who conceived of Glass–Steagall as the institutional embodiment of the separation between commercial and investment banking argued that expansion of commercial bank powers represented institutional drift. Alternatively, those who came to see Glass–Steagall as just one set of statutory imperatives to be handled within the larger institutional context of American banking law, including banking regulators, interpreted regulatory changes as constructive acts of conversion adapting to novel economic challenges. I document the slow process through which courts came to accept the second framing while noting how the fixity of statutory text nevertheless continued to limit available adaptations.
25
Polishchuk, L. "Institutional Outsourcing." Voprosy Ekonomiki, no. 9 (September 20, 2013): 40–65. http://dx.doi.org/10.32609/0042-8736-2013-9-40-65.
Abstract:
Since the inception of market reforms until the present day Russian institutions have been shaped primarily by economic and political elites, with minimal involvement of the rest of the society in this process. Outcomes of such “institutional outsourcing” for the society depend on the affinity between elites’ preferences and societal needs. Low quality of Russian institutions is explained in the paper by a substantial conflict of interests between the society and unaccountable elites. Prospects of Russian modernization are thus contingent on the accumulation of civic culture and more effective representation of the society in the process of institutional change.
26
Dang, Duong, and Samuli Pekkola. "Institutional Perspectives on the Process of Enterprise Architecture Adoption." Information Systems Frontiers 22, no. 6 (July 9, 2019): 1433–45. http://dx.doi.org/10.1007/s10796-019-09944-8.
Abstract:
Abstract Organizations often adopt enterprise architecture (EA) when planning how best to develop their information technology (IT) or businesses, for strategic management, or generally for managing change initiatives. This variety of different uses affects many stakeholders within and between organizations. Because stakeholders have dissimilar backgrounds, positions, assumptions, and activities, they respond differently to changes and the potential problems that emerge from those changes. This situation creates contradictions and conflicts between stakeholders that may further influence project activities and ultimately determine how EA is adopted. In this paper, we examine how institutional pressures influence EA adoption. Based on a qualitative case study of two cases, we show how regulative, normative, and cognitive pressures influence stakeholders’ activities and behaviors during the process of EA adoption. Our contribution thus lies in identifying roles of institutional pressures in different phases during the process of EA adoption and how it changes overtime. The results provide insights into EA adoption and the process of institutionalization, which help to explain emergent challenges in EA adoption.
27
Jha, Himanshu. "RTI As A Case Of Institutional Change." Jindal Journal of Public Policy 5, no. 1 (February 1, 2021): 21–26. http://dx.doi.org/10.54945/jjpp.v5i1.146.
Abstract:
This paper examines the process of institutional change through the lenses of transformation in the ‘information regime’ in India by tracing the evolution of the Right to Information Act (RTIA) 2005. The case of the RTIA. What explains this move towards institutional change? Why did the state decide to turn the page and initiate an institutional change in the existing legal regime? The paper unravels this puzzle and captures the why and how of institutional change. It contributes conceptually to the emerging literature on institutional change and presents a nuanced perspective on the dominant narrative of the RTIA evolution
28
Lee, Min Jung. "A Study on the Institutional Change of National R&D Sanctions : From the Perspective of New Institutionalism." LAW RESEARCH INSTITUTE CHUNGBUK NATIONAL UNIVERSITY 13, no. 2 (December 31, 2022): 165–206. http://dx.doi.org/10.34267/cbstl.2022.13.2.165.
Abstract:
The sanctions imposed on national R&D projects are strong administrative measures that can cause researchers to break their research career.
Nevertheless, the national R&D sanctions have not been analyzed in depth.
Since national R&D sanctions are administrative measures that limit researchers to perform national R&D for a certain period of time, it is important to consider the process of existing institutional changes and the effects of these gradual or radical institutional changes. Therefore, in this study, changes in national R&D sanctions were analyzed from the perspective of new institutionalism, focusing on the 『Framework Act on Science and Technology』, the『Presidential Decree on National R&D Management』, the『National R&D Innovation Act』and subordinate ordinances that are common, applied, and standard in national R&D projects. Gradual institutional changes mainly occur to clarify the ambiguity of the existing institutions, and mainly occur in institutional elements related to procedures and methods. On the other hand, radical institutional changes were the result of external variables such as changes in the external environment, and mainly occurred in institutional factors related to reasons and subjects.
Radical institutional changes have the possibility of generating institutional contradictions in the process. In the radical change of the sanctions institution that may infringe on researchers' rights, it is necessary to carefully examine whether there is no internal contradiction in the institution, whether there is room for violation of the principle of proportionality in the process of pursuing equity. As the newly established sanctions institution is changed according to the『National R&D Innovation Act』, the history and context of past institutional changes should be considered.
29
Legiędź, Tomasz. "The impact of Covid-19 pandemic on the institutional change in developing countries." Ekonomia i Prawo 20, no. 3 (September 30, 2021): 587–601. http://dx.doi.org/10.12775/eip.2021.035.
Abstract:
Motivation: The Covid-19 pandemic is having a critical impact on economies, especially in developing countries. Such a serious external shock affects the distribution of economic rents, thus leading to potentially large institutional changes. Naturally, in the short term we are dealing with an economic crisis and a restriction of civil liberties in both autocratic and democratic countries, however, it is not known what the dynamics of institutional changes will be in the longer run.
Aim: The main purpose of the article is to answer if the Covid-19 pandemic becomes a turning point that will determine the institutional system in developing countries for the next few decades. The first part of the article outlines the theory of institutional change, with particular emphasis on the role of external shocks. The next section presents studies on the socioeconomic impact of two major epidemics: The Black Death and the Great Influenza Pandemic. The third part conducts an assessment as to what extent the current pandemic may affect institutions in developing countries, by reference to the example of two countries: Tunisia and Cambodia. The analysis is conducted from the perspective of the new institutional economics.
Results: If we look at the experiences from previous pandemics, current events and refer to the literature on the theory of institutional change, we can conclude that significant institutional changes caused by Covid-19 are unlikely. The process of institutional change is characterized by a specific complexity and changing dynamics. Nonetheless, it is the internal factors, reflecting the actions of people trying to maximize the benefits, which are the main cause of change in an institutional system. Therefore, the Covid-19 pandemic is more likely to strengthen the endogeneity of the process of institutional change, rather than change its course.
30
MORSELLI, ALESSANDRO. "Growth and institutional changes: a historical evolution." Brazilian Journal of Political Economy 41, no. 2 (April 2021): 292–313. http://dx.doi.org/10.1590/0101-31572021-3133.
Abstract:
ABSTRACT This paper highlights the fact that neoclassical theory cannot explain the process of economic change. In an uncertain and ever-changing world, a theory based on static equilibrium models is of little help. Whereas we have placed the institutions at the centre of the understanding of economic systems, since they constitute their incentive structure. Thus, economic change is largely an intentional process created by individuals’ perceptions of the consequences of their actions. These perceptions, coming from the beliefs of individuals, combine with their preferences. In the end, a dynamic theory of economic change will not be built, but an attempt will be made to understand the link between institutions and economic growth, the process of change, and to develop assumptions, within its limits, capable of improving the human environment and economic results.
31
Baba, Sofiane, Taieb Hafsi, and Omar Hemissi. "Institutional Change as a Discovery Process Through the Development of Awareness." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 18892. http://dx.doi.org/10.5465/ambpp.2019.138.
32
Thompson, John. "Participatory approaches in government bureaucracies: Facilitating the process of institutional change." World Development 23, no. 9 (September 1995): 1521–54. http://dx.doi.org/10.1016/0305-750x(95)00058-k.
33
Alas, Ruth. "CHANGES IN ESTONIAN ORGANIZATIONS FROM INSTITUTIONAL PERSPECTIVE." Journal of Business Economics and Management 5, no. 1 (March 31, 2004): 15–23. http://dx.doi.org/10.3846/16111699.2004.9636064.
Abstract:
During last decade Estonia has passed through its transition from the authoritarian, centralized, totalitarianism of state socialism, to the democratic country with a free market economy, with different attitudes and values. Estonian companies have been in continuous change process and remarcable part of these changes are deepest by scope ‐ transformational changes. Author proposes that the social phenomena such as organizational change can only be understood in relations to the wider contextual influences that surround them. Changes in Estonian companies could be explained by using institutional and historical context. Research in Estonian companies indicates, that during stable institutions developmental or transitional changes take place in organizations, during societal transience transformational changes occur in organizations.
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Cao, Shixiong. "A win–win path for institutional change." Time & Society 25, no. 3 (August 1, 2016): 493–512. http://dx.doi.org/10.1177/0961463x15577275.
Abstract:
Institutional change is a response to socioeconomic pressures caused by resource scarcity, population growth, cultural change, and economic inefficiency. Historical evidence shows that the unequitable resource redistribution among groups caused by institutional change can indirectly reduce income, particularly when it leads to civil conflicts. A more equitable and effective approach to institutional change would seek win–win solutions. To examine this possibility, I review historical examples of institutional change in China to show how gradual institutional change that lets all stakeholders share the economic benefits is the most successful path. Therefore, innovation to replace or modify old institutions and equitably increase economic growth will be a key approach. This win–win approach requires persuasion, compromise, demonstration projects, competition, and embracing institutional diversity. Increased economic benefits come from economic innovation and encouragement of stakeholders to participate in institutional change, but require nurturing of new social groups that will drive the change process.
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Munir, Kamal A. "The Social Construction of Events: A Study of Institutional Change in the Photographic Field." Organization Studies 26, no. 1 (January 2005): 93–112. http://dx.doi.org/10.1177/0170840605049463.
Abstract:
Institutional theorists have recently been moving towards a notion that non-isomorphic institutional change is precipitated by significant events or ‘jolts’. In this paper, we argue that in doing so theorists have tended to move away from the social constructivist roots of institutional theory towards an understanding which implies the emergence of new organizational forms or practices in response to functional imperatives. In this context, we examine the ongoing institutional change from photography to digital imaging. Our analysis suggests that attributing institutional change to a single event or ‘jolt’ leads to a flawed understanding of institutional change processes. We demonstrate that, rather than causing institutional change, events are a part of the change process, and only become significant as actors bring them to our notice and ‘theorize’ around them (Greenwood et al. 2002). This social construction process determines the scope, significance and relevance of events, leading to the development of new artifacts and the enrolment of new stakeholders in the field. Situating events within the theorization process, rather than outside it, underlines the importance of focusing on social construction processes in accounts of institutional change.
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Guo, Yan, Liran Chen, Shih-Chieh Fang, and Chen-Wei Yang. "A cross-level model of legitimacy-driven institutional change." Chinese Management Studies 14, no. 3 (February 22, 2020): 751–67. http://dx.doi.org/10.1108/cms-08-2019-0280.
Abstract:
Purpose The purpose of this study is to develop a cross-level model of legitimacy-driven institutional change in a Chinese management context; in other words, changes that start out as legitimacy gaining processes by green enterprises but result in a shift in field-level market logic. Design/methodology/approach A case study using a historical inquiry approach and in-depth interviews has been used to qualitatively analyze the authors’ case in the Chinese photovoltaic industry. Findings The study proposes a cross-level explanation of institutional change by demonstrating how institutional change can create market forces at a field level that seemingly originate from an increase in the number of legitimated enterprises. This may negatively influence enterprises’ ongoing legitimacy gaining process for their survival at the organizational level in an institutional environment. Research limitations/implications The theoretical perspective helps improve descriptions of institutional change and develop a much-needed multi-level understanding of green enterprises in the highly institutionalized green industry. However, this case study may raise the concern of generalizability; thus, an additional survey is necessary. Practical implications As organizational field-level market forces are endorsed and transformed in the legitimacy gaining activities of green enterprises, a green enterprise manager should be aware of its negative impact on their legitimacy gaining process and ultimate survival. Originality/value The authors’ model proposes a cross-level explanation of institutional change by demonstrating how institutional change can create market forces at a field level that seemingly originate from an increase in the number of legitimated enterprises. Consequently, this may negatively influence the enterprises’ legitimacy gaining process.
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Wu, Tong. "The Transformation and Innovation of China's Discipline Inspection and Supervision System from the Perspective of New Institutional Economics." Studies in Social Science Research 5, no. 3 (July 5, 2024): p27. http://dx.doi.org/10.22158/sssr.v5n3p27.
Abstract:
The theory of new institutional economics provides a powerful tool for analyzing the transformation and innovation of China's discipline inspection and supervision system. Changes in the discipline inspection and supervision system include induced and coercive transformations, with changes in interest patterns and power relationships having a significant impact on institutional change. Path dependence and institutional breakthrough mechanisms jointly influence the process of institutional change. Based on this, the paper also discusses the policy background and motivations for the innovation of the discipline inspection and supervision system, and proposes directions for institutional innovation, including strengthening the leadership of the Party, diversifying supervision, and expanding cooperation.
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Boguszewski, Mariusz. "New generation free trade agreements as a driver of institutional change: A case of Vietnam." Stosunki Międzynarodowe – International Relations 2 (December 6, 2022): 18. http://dx.doi.org/10.12688/stomiedintrelat.17489.2.
Abstract:
According to new institutional economics, institutional change is a precondition to economic change and is caused by multiple forces. In addition to path dependence, and strategic policy direction of the country, there are external forces which might have a path-breaking effect. This paper investigates the role of new generation free trade agreements (NGFTAs) in the process of institutional change using the case of Vietnam. It focuses on the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP) and the EU-Vietnam Free Trade Agreement (EVFTA) as the most advanced trade agreements ever concluded between developed and developing economies. The findings are based on selected new generation provisions of the CPTPP and EVFTA that confirmed limited success in formal institutional change, no visible impact on the informal part of the institutional setting, and a lack of enforcement incentives. However, institutional change might be achieved by market shifts that activate businesses. These entities, for example, enforce intellectual property rights, modern corporate governance standards or labor rights protection that might cause the spill-over effect into a broader spectrum of economic actors. Thus, they might cause a shift in informal norms triggering incremental changes leading to successful institutional change. NGFTAs might be considered indirect facilitators of this process because they promote a friendly business environment and increase Vietnam‘s investment attractiveness.
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Kaldor, Mary. "The Weapons Succession Process." World Politics 38, no. 4 (July 1986): 577–95. http://dx.doi.org/10.2307/2010167.
Abstract:
The weapons succession process is an analysis of military-technological change that draws upon classical economics and recent theories of bureaucratic politics. The analysis focuses on the institutional mechanisms for reconciling the demand for weapons with the supply of weapons. In wartime, the demand for weapons, determined in battle, shapes military-technological change. In peacetime, different styles of military-technological change depend on different types of supplier institutions; military-technological change is described as “baroque” in the West and “conservative” in the Soviet Union. The essay speculates about the implications of different styles of military-technological change for economic development and for arms limitation.
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Costa, Mayla Cristina, and Cristiane Marques de Mello. "Change and institutional logic: overview and proposal of analysis of different institutionalist approaches." RACE - Revista de Administração, Contabilidade e Economia 16, no. 1 (March 23, 2017): 175–202. http://dx.doi.org/10.18593/race.v16i1.11782.
Abstract:
During the past two decades, institutionalists have raised questions about “how” and “why” institutions change. The explanation of the process of institutional change also has a set of conflicting views, assumptions and divergent voices of dissent (Scott, 2008). Mahoney and Thelen (2010) claim that the three dominant approaches to institutional theory, sociological, historical and rational, point to problems in the explanation of institutional change. Our main goal is to raise the discussion about the main currents that explain institutional change, and contribute by way of identify the challenges that the institutional approaches have. We believe that to understand the process of institutional change is necessary to understand the mechanisms underlying the processes by which institutional models prevailing in a social context (country or organization or field) also appear (or not) on another. Also, we propose the use of institutional logic for analysis of institutional change.Keywords: Institutional Change. Institutional Logics. Sociological Institutionalism. Rational Institutionalism. History Institutionalism. Resumo Nas últimas décadas, institucionalistas têm levantado questões sobre “como” e “por que” instituições se modificam. A explicação sobre o processo de mudança institucional possui ainda um conjunto de concepções conflituosas, pressupostos divergentes e vozes discordantes (SCOTT, 2008). Mahoney e Thelen (2010) afirmam que as três abordagens dominantes da teoria institucional, sociológica, racional e histórica apontam problemas na explicação sobre a mudança institucional. Nosso principal objetivo é suscitar a discussão acerca das principais correntes que explicam a mudança institucional e contribuir por meio da identificação dos desafios que as abordagens institucionalistas possuem em suas explicações. Consideramos que para entender o processo de mudança institucional é necessário compreender os mecanismos subjacentes aos processos pelos quais modelos institucionais predominantes em um contexto social (país ou organização ou campo) também surgem (ou não) em outro. Por fim, propõe-se o uso da perspectiva de lógicas institucionais para análise da mudança institucional. Palavras-chave: Mudança Institucional. Lógicas Institucionais. Institucionalismo Sociológico. Institucionalismo Racional. Institucionalismo Histórico.
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Böröcz, József. "Stand Reconstructed: Contingent Closure and Institutional Change." Sociological Theory 15, no. 3 (November 1997): 215–48. http://dx.doi.org/10.1111/0735-2751.00033.
Abstract:
The process is traced whereby crucially important, multiple denotations of classical sociology's key notion referring to social position—the Weberian German concept of Stand—have been stripped to create a simplified and inaccurate representation of social inequalities. Some historical material from central Europe is surveyed, with a brief look at Japan, to demonstrate validity problems created by blanket application of the culturally specific, streamlined notions of status/class. As an alternative, a notion of contingent social closure argues that relaxing the modernizationist assumptions of a single transition from estate to status/class increases the comparative-historical sensitivity of research on social structure, inequality, and stratification. A dynamic reading of Polányi suggests a reconceptualization of institutions as the “raw material” of social change. This might help to avoid the outdated contrast of the “West” vs. its “Others.”
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Dorado, Silvia. "Institutional Entrepreneurship, Partaking, and Convening." Organization Studies 26, no. 3 (March 2005): 385–414. http://dx.doi.org/10.1177/0170840605050873.
Abstract:
This paper proposes that processes of institutional change vary depending on the form taken by the three factors that define them: agency, resource mobilization, and opportunity. The paper builds on a conceptualization of agency that considers that change may result from diverse forms of agency (i.e. strategic, routine, and sense-making). It develops the concept of resource mobilization, focusing on the process as opposed to the skills required for mobilization. It then suggests that the mobilization of resources, support and acceptance, accompanying the diffusion and legitimation of institutional changes may follow leverage, partaking, or convening processes. Finally, the paper defines institutional opportunity as an objective condition of organizational fields, suggesting that fields may be opportunity opaque, transparent, or hazy. Opportunities, of course, only become real when perceived by actors. Building on current sociological work, the paper suggests that actors’ perception of the opportunity transparency of fields varies with their temporal orientation and social networks. Considering the possible variations of agency, resource mobilization, and opportunity, and how they may combine, the paper defines three profiles of institutional change: entrepreneurship, partaking, and convening.
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Lebediuk, Vitalii. "Determinants of political stability: explanation of the process of institutional change in post-communist countries (1990-2020)." Wschód Europy. Studia humanistyczno-społeczne 7, no. 1 (October 6, 2021): 13–43. http://dx.doi.org/10.17951/we.2021.7.1.13-43.
Abstract:
This article examines the institutional changes in 22 post-communist countries during the 1990-2020 period. The objective of the study was to find out why some countries achieved democracy while others failed to establish or strengthen democratic institutions, and what factors influenced the political stability of post-communist countries. During the study, available statistical information on the functioning of the main institutions was collected and processed. The analysis shows that the most significant institutional changes were observed among the non-democratic countries and those that fell into the category of hybrid political regimes. The correction of the initially chosen form of government is evidence in support of the theory of endogenous change, indicating “path-dependency”. The influence of endogenous factors determines the quality of democratic change and the level of political stability in post-communist countries. Democratic changes in the countries of Central and Eastern Europe were associated with a commitment to rapid reform in the early stages, and Euro-Atlantic integration only supported the democratic quality of the institutions. The institutional framework of the countries, that embarked on the path of European integration, was relatively stable during the period under the study, and did not deal with changes in the system of power distribution. While the countries of the former Soviet Union most often resorted to changes in the primary law of the country, and these changes were related to the redistribution of powers between the branches of power and the extension of the time in the office of the President. In addition to the overall level of democratization of the country, the level of emancipatory values and the weight of presidential power have the greatest impact on political stability.
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Pinto, Hêider Aurélio, and Soraya Maria Vargas Côrtes. "Trend towards institutional stability: regulation, training, and provision of doctors in Brazil during the Lula government." Ciência & Saúde Coletiva 27, no. 7 (2022): 2531–41. http://dx.doi.org/10.1590/1413-81232022277.18332021en.
Abstract:
Abstract This article aims to analyse the characteristics of the regulation, training and supply policies of medical doctors in Brazil, during Lula government (2003-2010), as well as the process of dispute about a policy change proposed by senior officers of the Ministry of Health, who were members of the Health Reform movement. This is a case study that used process tracing as a methodological strategy and, as sources, documents and interviews. We used the theoretical resources offered by studies on political process and the theory of gradual institutional change. The main findings are the understanding of institutional arrangements in this policy, and the identification of individual and collective actors who acted to change the policy. Three political-institutional restrictions to change were found: the opposition of the Liberal Medicine advocates Community, which exerted a political influence on the area, the lack of support or resistance to change from the Ministry of Education and the government nucleus decision not to carry out proposals that, at the same time, had to be approved by the Legislative and had the opposition of the Liberal Medicine advocates Community. A balance tending to reproduce the status quo and the current institutional arrangement prevailed, despite the implementation of incremental policy changes.
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Fu, Xin, and Ganqi Tang. "Micro-institutional Change and Organization Design: A Process Model of Logic Elaboration." Academy of Management Proceedings 2016, no. 1 (January 2016): 17181. http://dx.doi.org/10.5465/ambpp.2016.17181abstract.
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Lingelbach, David Charles. "Institutional Change and the Venture Capital Development Process: Evidence from Emerging Economies." Academy of Management Proceedings 2015, no. 1 (January 2015): 11999. http://dx.doi.org/10.5465/ambpp.2015.11999abstract.
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Wijayanti, Febri, Savitri Dyah, Rachmini Saparita, and Akmadi Abbas. "Institutional Transformation of Local Innovation Systems in Farmer Community of Belu, Nusa Tenggara Timur." STI Policy and Management Journal 1, no. 2 (December 15, 2016): 137. http://dx.doi.org/10.14203/stipm.2016.51.
Abstract:
Institutional is one factor that must be considered in the process of technology transfer. The Local Innovation System (in this case SIDa-Belu) was trying to look at those problems in agriculture to empowering poor farmers in the area. This paper analyzed transformation intitution, which occurs during and after the proccess of SIDa-Belu Implementation. The methods used in this research is descriptive analysis with structure, conduct, performance (SCP) approach. Institutional change is a transformation proccess that is part of development. Therefore, the main objective of any institutional change is to internalize the potential for greater productivity which comes from improved resource utilization, and creating a new balance simultaneously. On SIDa-Belu implementation, institutional change encourage the change for farming groups. Before SIDa-Belu they did subsistent farming, and after implementation they make a new adjustment by external factors (permanent feedback proccess) into modern farming groups with market oriented.
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Meyer, Claas, and Andreas Thiel. "Institutional change in water management collaboration: implementing the European Water Framework Directive in the German Odra river basin." Water Policy 14, no. 4 (March 12, 2012): 625–46. http://dx.doi.org/10.2166/wp.2012.011.
Abstract:
The Water Framework Directive (WFD) is in the process of restructuring the European water policy towards river basin management (RBM). The transposition of the WFD requires institutional change in order to comply with its substantive and procedural requirements. This paper investigates changes in water management collaboration in a federally organised Member State with regard to the configuration of involved actors and the spatial scale at which issues are considered. Based on qualitative methods, the paper presents a case study of the German Odra river basin and the governance of nutrient pollution whose origins are located all along the river and which specifically impacts coastal zones. We looked at actors most relevant to this management problem, that is, public administrations operating within different administrative boundaries, the agricultural sector and environmental non-governmental organisations (NGOs). In order to capture institutional change, a conceptual framework was constructed to evaluate changes in collaboration on three interrelated levels: formal institutional change, informal institutional change and changes in actors’ mental models. We explain complex institutional change as a product of multiple dynamics, which includes the content of shared mental models and a benefit–cost calculation that takes transaction costs into consideration.
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Goshovska, Valentyna, and Ihor Reiterovych. "POLITICAL PROCESS IN UKRAINE: FEATURES, PROBLEMS AND PROSPECTS." Bulletin of Taras Shevchenko National University of Kyiv. Public Administration 17, no. 1 (2023): 16–20. http://dx.doi.org/10.17721/2616-9193.2023/17-3/7.
Abstract:
The article focuses on the features of the political process in Ukraine. It is argued that the political process is a form of functioning of the political system of society in space and time, and also reflects the real interaction of subjects of public policy. It is demonstrated that the conceptual principles of the theory and methods of studying political processes are sufficiently represented in native and foreign scientific literature. However, certain problems of political process development in Ukraine remain rather uncovered in the academic literature, in particular, the rise of new factors, challenges, or a permanent change in the political situation. The purpose of the article is to analyze the features of the political process in Ukraine, identify its main problems and development prospects. It has been determined that the political process in Ukraine is not linear, any consensus between the key actors of the process regarding its goals or means is a priori impossible, there is a constant vacillation between democratic and authoritarian tendencies, and most political actions and decisions are behind the scenes or shaded. The author specifies that the key factors influencing the political process in Ukraine are the transformation of the institutional system, the role of interest groups and pressure, as well as the value system and behavioral code of the native political elite. It is proved that an institutional trap has formed in Ukraine – an inefficient self-sustaining stable institutional balance based on a combination of formal and informal political institutions in the political process, which none of the main political actors want to change. This is due to the fact that in the institutional trap, political elites can receive rent and remain in power. At the same time, some institutional changes that took place in Ukraine after 2014 contribute to the gradual exit of our country from the institutional trap. As a result, in the short term, it is necessary to focus on strengthening the powers and expanding the influence of representative bodies of state power, because it is through them that citizens become closer both to the process of public administration in general and to legislative work.
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Liu, Bingnan. "Institutional change and redevelopment of urban villages in China: A new institutional economics perspective." Frontiers in Business, Economics and Management 11, no. 2 (October 11, 2023): 135–39. http://dx.doi.org/10.54097/fbem.v11i2.12573.
Abstract:
Open policy reform has been implemented more than 40 years, the city construction and development of China turns out new face very fast. China evolved the grid and applied it to the planning, construction and ordering of its great imperial capital cities. Urban villages are a product of China's urban-rural dual system and rapid urbanization. In early China, the renovation of urban villages mainly focused on demolition and reconstruction, neglecting the residents' demand for high-quality housing. With institutional changes and the development of urban governance concepts, urban village renovation has begun to adopt organic renewal and micro renovation methods, and more emphasis has been placed on the quality of urban living. This research mainly explores the impact of policy changes on the transformation of urban villages from the perspectives of institutional change theory and transaction cost theory. This study also compared the policy differences and impacts of urban village renovation between Zhengzhou and Shenzhen. In the process of urban village transformation, it is necessary to consider the impact of institutional environment on urban village transformation policy.