Adopt or Adapt? Unpacking the Role of Institutional Work Processes in the Implementation of New Regulations

Pemer, Frida; Skjølsvik, Tale

doi:10.1093/jopart/mux020

Cited by 48 publications

(33 citation statements)

References 42 publications

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“…Institutional work emphasises the importance of understanding the knowledgeable, creative and practical work of actors in accomplishing the social construction of rules, scripts, schemas and cultural accounts. The concept is concerned with how individuals' actions affect institutions by inducing or resisting institutional change (Lawrence et al, 2011; Pemer & Skjølsvik, 2017; Wooten & Hoffman, 2008). The construct provides a set of tools necessary in understanding one or more types of institutional change occurring as actors engage in introducing and maintaining change while undermining existing structures within their organisation.…”

Section: Related Research and Theoretical Frameworkmentioning

confidence: 99%

“…Stabilisation is another process which refers to the creative and maintenance work associated with legitimising the implemented solution. In their study of introducing new regulations, Pemer and Skjølsvik (2017) argue that, through stabilisation, collaboration and trust can be achieved, and introduced structures in previous stages can be adjusted, normalised and scaled. Actors in this process are engaged in the work, ensuring the introduced system becomes a de-facto solution within the environment, meeting and responding to interests from different stakeholders (Jepperson, 1991;Kimaro & Nhampossa, 2005;Pemer & Skjølsvik, 2017).…”

Section: Understanding Weaving Alliances In Hismentioning

confidence: 99%

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Health information systems implementation: Weaving alliances in East African Community

Senyoni

2020

E J Info Sys Dev Countries

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This paper addresses the problem of fragmentation and lack of coordination in the context of health information systems. Drawing on a longitudinal action research study of implementing a regional database in East African Community; a process model is developed illustrating forms of institutional work in weaving alliance through three non‐linear phases: standardisation, evolving and stabilisation. The study first contributes by conceptualising weaving alliance as a process whereby novel Information and Communication Technologies (ICT) capabilities such as the implementation and use of dashboards emerge and co‐evolve with intentional actions by actors aligning stakeholders with diverse interests. The second contribution concerns how dashboards emerge and co‐evolve with existing work practises facilitating a common understanding among multi‐stakeholders. Collectively, the study broadens our understanding of introducing and sustaining ICT4D solutions in settings characterised by fragmented information systems.

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Section: Related Research and Theoretical Frameworkmentioning

confidence: 99%

Section: Understanding Weaving Alliances In Hismentioning

confidence: 99%

Health information systems implementation: Weaving alliances in East African Community

Senyoni

2020

E J Info Sys Dev Countries

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“…Estos actores fueron así los principales portadores y dieron voz a estas lógicas institucionales en el proceso de implantación (Pache y Santos, 2010), pudiendo considerarse el CESEL como una manifestación tangible de aquellas (Greenwood et al, 2011). Estas diferentes lógicas proporcionaron los fundamentos institucionales para que los actores realizaran reivindicaciones en competencia y pudieran seguir distintos cursos de acción (Lounsbury, 2007;Pemer y Skjolsvik, 2018). A este respecto, cabe señalar que el trabajo institucional es configurado por las lógicas institucionales (Canning y ODwyer, 2016), pudiendo los actores hacerlas más o menos compatibles para la defensa de sus propios intereses (Coule y Patmore, 2013; Smets y Jarzabkowski, 2013).…”

Section: Figuraunclassified

“…Asimismo, en esta última etapa se evidenció que para la superación de los intereses contrapuestos de los actores principales basados en lógicas institucionales en competencia (la eficiencia económica y el interés social, invocados por el Gobierno Central y el Ayuntamiento de Sevilla, respectivamente) (Lounsbury, 2007;Zietsma y McKnight, 2009;Coule y Patmore, 2013;Järvinen, 2016;Pemer y Skjolsvik, 2018), se configuró finalmente al CESEL en el Ayuntamiento de Sevilla como un instrumento orientado más al principio de transparencia, que al principio de eficiencia implícito en sus finalidades (ver Tabla 1). En este sentido, uno de los políticos entrevistados manifestó:…”

Section: Desarrollo Y Uso Posterior Del Coste Efectivo (2015 En Adelaunclassified

The implementation of Cost-Effective in Spanish local governments: Analysis of institutional work in a case study

González

García-Fénix

2020

RC-SAR

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Este trabajo se propone analizar las formas de trabajo institucional desarrolladas por distintos actores para la emergencia e implantación del Coste Efectivo de los Servicios de las Entidades Locales (CESEL). Los resultados del estudio de caso longitudinal realizado ponen de manifiesto que los principales actores, Gobierno Central y Ayuntamiento, llevaron a cabo diferentes formas de trabajo institucional (político, cultural y técnico), surgiendo conflictos durante su desarrollo debido a las distintas lógicas institucionales en las que se apoyaron: eficiencia económica e interés social, respectivamente. Este trabajo contribuye a la perspectiva teórica adoptada evidenciando que las formas en las que se desarrolla el trabajo institucional por distintos actores determinan la configuración final de la nueva institución que quiere crearse. Así, aunque la regulación estableció como finalidad del CESEL profundizar en el cumplimiento de los principios de eficiencia y de transparencia de la gestión pública local, las formas en las que se ha desarrollado el trabajo institucional durante su implantación lo han configurado como un instrumento de transparencia, presentando además serias limitaciones para que ésta sea efectiva. This paper aims to analyze the forms of institutional work carried out by different actors with regard to the emergence and implementation of Cost-Effective of Local Government Services (CESEL, Coste Efectivo de los Servicios de las Entidades Locales). The results of the longitudinal case study evidence that the main actors, Central Government and Local Government, carried out different types of institutional work (political, cultural and technical), by arising conflicts during their development due to the different institutional logics in which they were supported: economic efficiency and social interest, respectively. This work contributes to the theoretical perspective adopted by evidencing that the ways in which institutional work is developed by different actors determine the final configuration of the new institution that is to be created. Thus, although the regulation established that the purpose of CESEL is to deepen on compliance with the principles of efficiency and transparency of local public management, the ways in which the institutional work has been developed during its implementation have configured it as an instrument for transparency and also it presents serious limitations so that transparency is effective.

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“…Questions arise concerning the fit of a market logic‐driven approach to TM in the public sector (Boselie and Thunnissen, 2017; Thunnisssen and Buttiens, 2017). For example, Pemer and Skjølsvik (2018) highlighted that conflicting institutional logics created incompatibilities regarding preferred approaches to getting things done, resulting in increased institutional complexity. Hargrave and Van de Ven (2006) found that implementation is more complex when old institutional logics are not fully replaced by the new strategic initiative, but continue to impact the way actors operate.…”

Section: Introductionmentioning

confidence: 99%

Coaction Interrupted: Logic Contestations in the Implementation of Inter‐organisational Collaboration around Talent Management in the Public Sector in Scotland

Grant

Garavan

Mackie

2020

European Management Review

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Our study explores how human resources (HR) actors from 24 public sector organisations in Scotland interpret and address multiple and competing institutional logics in the context of the implementation of an inter-organisational collaboration within the public sector to develop and implement talent management (TM). Our findings reveal that HR actors encountered day-today difficulties in blending different versions of TM, the need to have professional autonomy versus the requirement to develop some shared TM practices, and the fit of TM practices with public sector organisations. We therefore found that institutional logics impacted in different ways on efforts to collaborate and the types of TM practices developed and implemented. Theoretically, our study findings reveal that HR actors have agency at the practice level and that powerful actors can advocate particular logics to protect their professional and organisational interests.

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Adopt or Adapt? Unpacking the Role of Institutional Work Processes in the Implementation of New Regulations

Cited by 48 publications

References 42 publications

Health information systems implementation: Weaving alliances in East African Community

Health information systems implementation: Weaving alliances in East African Community

The implementation of Cost-Effective in Spanish local governments: Analysis of institutional work in a case study

Coaction Interrupted: Logic Contestations in the Implementation of Inter‐organisational Collaboration around Talent Management in the Public Sector in Scotland

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