We describe the institutionalisation of responsible innovation (RI) over the last decade at the Engineering and Physical Sciences Research Council (EPSRC) and universities funded by it as a focal point for RI in the UK. Drawing on organisational theory we identify factors influencing the dynamics of RI institutionalisation, including forces of legitimation, entrepreneurship and decoupling. We report significant institutionalisation at the EPSRC prior to 2013, when it published its RI policy. Notwithstanding instances of experimentation and assimilation since, we report limited institutionalisation within research communities in universities as RI has encountered competing institutional logics, responsibility norms and epistemic practices. Our findings suggest an ongoing and dynamic process of translation that reflects RI's status as a performative and contested discourse 'in the making'.

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We begin with a critique of the ontological underpinnings of the mainstream business model literature with its origins in design-science and offer instead insights from sociology and organisational institutionalism to argue for a more accurate representation of actual processes of organisational transformation, especially necessary where scholarship is concerned to address societal mission-oriented normative cares beyond the objectives of efficiency and profit maximisation. We propose the foundations of a new theoretical construct: the Normative Business Model (NBM) distinguishing deep institutionalisation as the embedding of values (normative orientations) into the design, practices and identity of organisations. The NBM comprises four cornerstones: (a) normativity, (b) (de)institutionalisation and deep institutionalisation processes, (c) institutional entrepreneurialism and (d) economic and financial governance. A case overview of Arizona State University is used to highlight that the NBM refers to the full range and variety of organisation types, not exclusively businesses.

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