Institutional strategy

Lawrence, Tracy S.

doi:10.1016/s0149-2063(99)80008-7

Cited by 210 publications

(127 citation statements)

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“…Building on insights from neo-institutional theory, we have developed a framework for understanding the activities of entrepreneurs who exploit this uncertainty. We have framed this kind of entrepreneurship as a form of institutional entrepreneurship where the entrepreneur develops an "institutional strategy" (Lawrence 1999) in order to exploit aspects of an emerging organizational field to create value. More specifically, we have proposed three institutional strategies available to entrepreneurs in emerging markets: Managing institutional uncertainty, spanning institutional voids, and bridging institutional distance.…”

Section: Discussionmentioning

confidence: 99%

“…Institutional entrepreneurship is an important concept in that it highlights the ways in which actors work toward their strategic objectives by deliberately leveraging resources in order to create and/or manipulate the institutional structures in which they are embedded (Lawrence 1999;Dorado 2005). Garud et al (2002, pp.…”

Section: Organizational Fields and Entrepreneurial Opportunitiesmentioning

confidence: 99%

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Entrepreneurship in Emerging Markets

Tracey,

Phillips

2011

Manag Int Rev

165

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0 this paper focuses on the importance of the institutional context in shaping the nature of entrepreneurship in emerging markets. More specifically, the paper argues that while the high degree of institutional uncertainty in emerging markets often acts as a barrier to entrepreneurship, it can also provide important opportunities for entrepreneurs. 0 We argue for the usefulness of recent work in neo-institutional theory as an approach to understanding the institutional context of emerging economies, and in particular for exploring the relationship between institutional uncertainty and entrepreneurship in emerging markets. 0 Drawing on neo-institutional theory, the paper develops a typology of possible institutional strategies available to entrepreneurs in emerging markets. Three strategies are identified: institutional brokering, spanning institutional voids, and bridging institutional distance. The success factors associated with each strategy are also considered. The paper concludes with a discussion of the implications of the framework for theory development and points to a number of areas for future research.

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Section: Discussionmentioning

confidence: 99%

Section: Organizational Fields and Entrepreneurial Opportunitiesmentioning

confidence: 99%

Entrepreneurship in Emerging Markets

Tracey,

Phillips

2011

Manag Int Rev

165

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“…Considerably less research has been devoted to understanding how occupational boundaries in the professions are eroded or changed. One promising stream of research points to the importance of exogenous shocks or disruptive events such as the intrusion of a new institutional actor such as a new profession (Suddaby & Greenwood, 2005), a new regulatory space (Lawrence, 1999) or a new set of technical practices as a key trigger for boundary change. Few of these studies, however, offer explanatory accounts of how new boundaries are reconstructed after the exogenous trigger event.…”

Section: Rq1: Domain Extension As Boundary Workmentioning

confidence: 99%

Twittering change: The institutional work of domain change in accounting expertise

Suddaby

Saxton

Gunz

2015

Accounting, Organizations and Society

118

121

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“…This institution is created by the agents that make it up, with a significant presence and pressure in the firms, but only in those in which the ''family institution'' has a clearly and perfectly demarcated presence and influence. Once the individual agents identify the institutions that can generate socially desirable outcomes, these agents may work to reproduce these institutions (Scott 1995b) and formalize them (Lawrence 1999;Ahlstrom and Bruton 2001). This is precisely the situation that is reproduced in family firms, such that it is the members of the owning family themselves in their guise as agents that provoke the expansion of the family in the firm as a legitimizing institution.…”

Section: The Origin Of the Flow Of Values And Attitudes Under The Neomentioning

confidence: 99%