Author
E. Micelotta
Other affiliations: University of Alberta
Bio: E. Micelotta is an academic researcher from University of New Mexico. The author has contributed to research in topics: Institutional theory & Institutional logic. The author has an hindex of 10, co-authored 16 publications receiving 2478 citations. Previous affiliations of E. Micelotta include University of Alberta.
Papers
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TL;DR: In this paper, the authors draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity and explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands.
Abstract: Organizations face institutional complexity whenever they confront incompatible prescriptions from multiple institutional logics. Our interest is in how plural institutional logics, refracted through field-level structures and processes, are experienced within organizations and how organizations respond to such complexity. We draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity. We then explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands. The analytical framework developed herein is presented to guide future scholarship in the systematic analysis of institutional complexity. We conclude by suggesting avenues for future research.
2,129 citations
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TL;DR: In this paper, the authors draw on a variety of cognate literatures to discuss the structural characteristics and organizational attributes that shape institutional complexity and explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands.
Abstract: Organizations face institutional complexity whenever they confront incompatible prescriptions from multiple institutional logics. Our interest is in how plural institutional logics, refracted through field-level structures and processes, are experienced within organizations and how organizations respond to such complexity. We draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity. We then explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands. The analytical framework developed herein is presented to guide future scholarship in the systematic analysis of institutional complexity. We conclude by suggesting avenues for future research.
310 citations
TL;DR: This article reviewed the substantial number of studies that have examined the ways by which institutions are created, modified, or transformed, highlighting the lack of integration of prior works that emphasize exogenous shocks, institutional entrepreneurship, and practice-based change.
203 citations
TL;DR: This article examined the specific ways in which family firms leveraged their family heritage to gain a competitive advantage, and found that family and corporate heritage can be strategically deployed to gain competitive advantage.
Abstract: Although scholars contend that family and corporate heritage can be strategically deployed to gain a competitive advantage, few studies have examined the specific ways in which family firms leverag...
183 citations
TL;DR: In this article, a longitudinal case study illustrates how Italian professions resisted the decisive intervention of the Italian Government to coercively reform the professional service sector and reconstituted institutional arrangements that had been severely disrupted.
Abstract: This paper contributes to extending institutional theory by theorizing institutional maintenance as a process of repair and empirically examining repair work in a professional setting. Our in-depth, longitudinal case study illustrates how Italian professions—led by two professional associations—rebuffed the decisive intervention of the Italian Government to coercively reform the professional service sector and reconstituted institutional arrangements that had been severely disrupted. The paper advances theory on the resilience of institutions by showing that maintenance repair work enables powerful incumbents to reverse change and re-establish the status quo.
130 citations
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4,201 citations
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations
Book•
16 Feb 2012TL;DR: In this paper, the authors introduce the Institutional Logics Perspective and define the Inter-institutional System (IIS) as "the emergence, stability and change of the IIS system".
Abstract: 1. Introduction to the Institutional Logics Perspective 2. Precursors to the Institutional Logics Perspective 3. Defining the Inter-institutional System 4. The Emergence, Stability and Change of the Inter-institutional System 5. Micro-Foundations of Institutional Logics 6. The Dynamics of Organizational Practices and Identities 7. The Emergence and Evolution of Field-Level Logics 8. Implications for Future Research
1,983 citations
TL;DR: In this article, applied linear regression models are used for linear regression in the context of quality control in quality control systems, and the results show that linear regression is effective in many applications.
Abstract: (1991). Applied Linear Regression Models. Journal of Quality Technology: Vol. 23, No. 1, pp. 76-77.
1,811 citations