The embedded-agency paradox revisited: Discussing Deleuze and Guattari’s concept of becoming for institutional entrepreneurship

Colombero, Sylvain; Duymedjian, Raffi; Boutinot, Amélie

doi:10.1016/j.scaman.2021.101142

Cited by 3 publications

(6 citation statements)

References 9 publications

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“…Building on arguments offered by critical institutional scholars (Bouilloud et al, 2020; Colombero et al, 2021), our findings show how the continuous flows of people, material objects and meanings at a specific place may unintentionally and temporarily produce assemblages that can provide resources for institutional entrepreneuring. The assemblage is coincidental and happenstance and has not been gathered together with a deliberate intention to disrupt institutions.…”

Section: Discussionsupporting

confidence: 56%

“…This conceptualization of institutional change reveals that institutions are not inherently static ‘constraints’ on heroic actors’ agency, but ‘platform[s] for unfolding entrepreneurial activities’ that are produced by the ebb and flow of institutional life itself (Garud et al, 2007, p. 196). That is, institutions, constituted as they are by constantly shifting arrangements of people, materiality and symbolic systems, are themselves perpetually in the process of ‘becoming’ (Colombero et al, 2021; Tsoukas & Chia, 2002). This flow produces the institutional ‘flotsam’ and ‘jetsam’ that is available to be bricolaged by a diverse array of distributed actors along multiple potentialities and emergent trajectories (Garud & Karnoe, 2003; Schneiberg, 2007).…”

Section: Discussionmentioning

confidence: 99%

“…Second, institutions are conceptualized as stable ‘beings’, which simplifies institutional entrepreneurship to the ‘rather exceptional creation or disruption of a relatively stable structure’ (Bjerregaard & Jonasson, 2014, p. 1508). Third, processual accounts continue to be theoretically challenged by the relationship between structure and agency (Battilana & D’Aunno, 2009; Seo & Creed, 2002), with some scholars suggesting that researchers are ill-equipped to avoid the embedded agency paradox without studying institutions as ‘becomings’ (Bouilloud et al, 2020; Colombero et al, 2021). Finally, scholars have under-theorized the heterogeneous ‘patchwork’ nature of the relationship between actors and institutions (Abdelnour et al, 2017).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Overall, the entrepreneuring lens seems well-suited to developing a richer understanding of how institutions are created and changed as the ‘patchworks’ in Abdelnour and colleagues’ (2017) description and the ‘becomings’ conceptualized by critical institutional scholars (Bjerregaard & Jonasson, 2014; Bouilloud et al, 2020; Colombero et al, 2021). This is because the concept of entrepreneuring ‘situates entrepreneurship in a new form of connectivity and assemblage where both human and non-human elements are included to give form to the trajectories of a world in its becoming’ (Steyaert, 2007, p. 471).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Finally, our study highlights one partial answer to the paradox of embedded agency by characterizing the entrepreneuring associated with institutions as a continual process of ‘becoming’. We find that this flow produces temporary accumulations of people, material objects and meanings at a specific place and, in doing so, provides resources for institutional entrepreneuring ‘which were created without any intention to disrupt institutions’ (Colombero, Duymedjian, & Boutinot, 2021, p. 3). This finding points to the value of an entrepreneuring lens of becoming in accommodating for both structure and agency in institutional theory (Seo & Creed, 2002).…”

mentioning

confidence: 95%

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Institutional Change, Entrepreneuring and Place: Building a Smart State

Staggs¹,

Wright

Jarvis

2021

Organization Studies

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We shed new light on the processes through which institutions are created and changed by investigating the question how does institutional entrepreneuring unfold in an already organized world. We conducted a longitudinal case study of the field of scientific research production in Australia, which changed over three decades through entrepreneuring processes associated with the creation of a new ‘Smart State’ place in the city of Brisbane in Queensland. A new place is a form of organizing human activity that has materiality and meaning at a specific geographic location. Our findings showed how field change was interwoven with place creation through four processes of entrepreneuring: structural emancipation, dissociating and reimagining place meanings, bricolaging of place forms, and co-evolving place identities. These entrepreneuring processes constituted the field as a flow of ‘becoming’ that spilled over into temporary and provisional settlements in local places. Our findings make important contributions through: (1) deepening understanding of how organizational fields change through multilevel, distributed, cascading and often unreflexive processes of entrepreneuring processes in an already organized world, (2) bringing attention to a relationship between institutions and place, in which place is both the medium and outcome of institutional entrepreneuring, and (3) providing new insight into embedded agency by illustrating how institutions in ‘becoming’ continually (re)produce the resources and possibilities for agency within gradual institutional change over time.

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Section: Discussionsupporting

confidence: 56%

Section: Discussionmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

mentioning

confidence: 95%

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Institutional Change, Entrepreneuring and Place: Building a Smart State

Staggs¹,

Wright

Jarvis

2021

Organization Studies

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Collective Action in Institutional Entrepreneurship: The Case of a Government Agency

Pimentel

Major²,

Cruz³

2023

Emerg Sci J

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This paper seeks to analyze how and why divergent institutional changes occurred in a government agency. While there is evidence of research on the concept of collective action and involvement in the literature on institutional entrepreneurship, the focus has been at the macro and field levels, with scarce attention being given to the topic at the micro and organizational levels. This study addresses this gap in the literature, drawing on the institutional entrepreneurship process model of Battilana, Leca, and Boxenbaum (The Academy of Management Annals), in combination with literature on collective action. The methodology involved a longitudinal case study, in which data were collected through extensive interviews and documentation analysis. Based on findings showing that the divergence change process could not be achieved without the support of organizational collective involvement, a refined version of the Battilana et al. entrepreneurial model is proposed. Doi: 10.28991/ESJ-2023-07-02-017 Full Text: PDF

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Institutionalisation of Sustainability

López‐Fernández

Romero-Fernández

2023

Strategic Management and International Business Policies for Maintaining Competitive Advantage

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Contributing to sustainability no longer remains an optional activity. Institutional pressures exert a major influence on organisations towards the adoption of sustainability. However, the literature shows how these pressures are necessary but remain insufficient. This chapter focuses on how there is a certain organisational discretion regarding the refusal to merely conform by going further than strictly required (strategic commitment to sustainability). In this respect, the human resources (HR) manager acquires a crucial role in this process as an institutional entrepreneur. A qualitative study is also carried out with which it is intended to understand this process of institutionalisation in a real case study. The results of the interview with the HR manager show the proactivity acquired on assuming the role of institutional entrepreneur: an aspect that has favoured not only the awareness and institutionalisation of sustainability at a strategic level, but also the culture, processes, practices, and services that include this management philosophy.

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The embedded-agency paradox revisited: Discussing Deleuze and Guattari’s concept of becoming for institutional entrepreneurship

Cited by 3 publications

References 9 publications

Institutional Change, Entrepreneuring and Place: Building a Smart State

Institutional Change, Entrepreneuring and Place: Building a Smart State

Collective Action in Institutional Entrepreneurship: The Case of a Government Agency

Institutionalisation of Sustainability

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