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How organizations cope with multiple and sometimes conflicting institutional demands is an increasingly familiar yet little understood question. This paper examines how four French business schools responded to demands that they internationalize their management education whilst retaining their traditional identities. We trace the role played by field-level actors in pushing and articulating competing logics and the importance of institutional and organizational identity in how organizations respond. By highlighting the role of identity aspirations we show that what matters is not how an organization sees itself-i.e., what it is-but how it wants to see itself-i.e., what it wishes to become. Finally, we unpack and explain why status differences across organizations affect the nature of the opportunities that are perceived and the scale and format of the responses that are implemented.

This study examines the maintenance of highly institutionalized practices during periods of vehement contestation and changing external demands. Employing a cross-level longitudinal research design, we explore how the recruitment model of elite French business schools persisted, remaining fundamentally intact despite serious questions raised about its functional utility and social legitimacy. Comparing three periods of contestation, we document shifting coalitions of dispersed actors that were incentivized to “thematically” maintain the practices in the focal field with little formal orchestration. Our findings indicate that practices which contribute to social stratification often foster meta-routines that cajole constituencies in multiple fields to, collectively and self-interestedly, promote and regulate conservative change. We identify three meta-routines—referential comparison, generative improvisation, and distributed monitoring and policing—that introduced flexibility and encouraged “unforced” adaptations. In elaborating these meta-routines, we contribute to extant theory on the mechanisms of institutional maintenance, and shed further light on the role of complex embeddedness as a constraint on institutional processes.