W. Richard SCOTT (1995), Institutions and Organizations. Ideas, Interests and Identities.

Abstract

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Mediation, Collaborative Learning and Trust in Norwegian School Governing: Synthesis from a Nordic Research Project

“…The pattern displayed in table 2 corresponds fairly well with similar ones reported in the Danish, Swedish and Finnish country reports. Based on the work reviewed for this article it is therefore fair to say that the superintendents share a common basis of identity with their school leaders, or 'normative and cultural ground' in Scott's terminology (Scott, 2014). Collaboration and tight partnerships between superintendents and leaders should, therefore, be fairly easily set up and maintained because they share the same cultural capital (Bordieu, 1993).…”

Reporting on sustainable operations by third sector organizations: A signalling approach

“…According to the institutional theory, there are three pillars of institutions: regulative, normative, and cultural-cognitive systems (Scott, 2008).…”

“…For the different pillars of institutions, there are different basis of legitimacy (Scott, 2008). Indeed, Suchman's (1995) definition presented before reflects the idea that legitimacy depends on the collective audience, rather than on the perceptions of the individuals per se.…”

Ambiguity in the Identity Transformation of Public Health Organizations

“…This allowed a better understanding of the dynamics between the key political actors in the geriatric identity conversion process. In this respect, it was extremely valuable to follow the methodological proposals of old institutionalism, which postulates the relevance of digging into the history of organizations in order to understand how they become institutions through internal and external dynamics (Scott, 2014;Selznick, 1957). These arguments show that institutional development implies transcending the strict lens of instrumental rationality for the achievement of goals.…”

“…In some cases, the conversion results in adding new supporters to the organization. In the case of a new political coalition that takes over power, instead of dismantling the former organization, the coalition will use it in an innovative way by exploiting the ambiguities found within the system (Scott, 2014;Selznick, 1957). In order to advance and consolidate innovations in the conversion process, it is vital for the dominant political coalition to acquire and maintain legitimacy with both internal and external audiences (Mahoney & Thellen, 2010).…”