Institutional Field (institutional + field)

Distribution by Scientific Domains


Selected Abstracts


Institutional Field of Dreams: Exploring the AACSB and the New Legitimacy of Canadian Business Schools

CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 4 2005
Margaret C. McKee
Abstract The past 10 years have witnessed a rapid expansion in the number of Canadian business schools seeking accreditation from the Association to Advance Collegiate Schools of Business International (AACSB). Despite initial resistance in the early 1990s, the heavy financial and human resource costs involved in accreditation and maintenance, and the fact that Canada's publicly-funded universities owe their accreditation and legitimacy to well established governance at university, provincial, and federal levels, many Canadian business schools were at some stage of AACSB accreditation by 2005. Drawing on neo-institutional and legitimacy theory, this paper attempts to explain the institutional influences on the processes of AACSB accreditation in order to assist business school deans and faculty in weighing their accreditation options. Résumé Au cours des 10 dernières années, on a assisté à une augmentation fulgurante du nombre d'écoles de commerce canadiennes en quête d'accréditation auprès de Association to Advance Collegiate Schools of Business International (AACSB). Malgré une résistance initiale au début des années 1990, les coûts élevés des ressources humaines et financières liées à la maintenance et à l'accréditation, et le fait que les universités canadiennes, financées par les pouvoirs publics, doivent leur accréditation et leur légitimité à une gestion solidement implantée aux niveaux universitaire, provincial, et fédéral, beaucoup d'écoles de commerce canadiennes n'étaient qu'en cours d'accréditation à l'AACSB en 2005. Grâce à la théorie néo-institutionnelle et à la théorie de la légitimité, le présent article met en lumière les influences que les institutions exercent sur les processus d'accréditation AACSB, ceci dans le but d'aider les doyens d'écoles et des facultés de commerce à mieux évaluer leurs options d'accréditation. [source]


Inter-organizational Collaboration and the Dynamics of Institutional Fields

JOURNAL OF MANAGEMENT STUDIES, Issue 1 2000
Nelson Phillips
While many aspects of the collaborative process have been discussed in the management literature, the connection between collaboration and the dynamics of institutional fields has remained largely unconsidered. Yet, collaboration is an important arena for inter,organizational interaction and, therefore, a potentially important context for the process of structuration upon which institutional fields depend. In this paper, we argue that institutionalization and collaboration are interdependent; institutional fields provide the rules and resources upon which collaboration is constructed, while collaboration provides a context for the ongoing processes of structuration that sustain the institutional fields of the participants. [source]


Executives' Views of Factors Affecting Governance Change in a Not-for-Profit Setting

BUSINESS AND SOCIETY REVIEW, Issue 4 2008
DAVID L. SCHWARZKOPF
ABSTRACT Knowing the factors that executives deem critical to governance change can improve our understanding of how such changes come about and can help us evaluate those changes. Interviews with business and finance executives at 11 colleges reveal the importance to governance change of chief executive and board member leadership and interactions, as well as executive communication style. Costs are clear constraints to action, particularly since benefits are not quantified and are difficult to describe. Efforts to discuss governance with internal stakeholders require persistence to overcome narrow, individualized concerns. Communication about governance to external stakeholders is rare and represents a missed opportunity for stakeholder feedback and the development of trust. Executives appear willing to adopt governance forms without considering the idiosyncrasies of their institutional field, limiting the working definition of governance and its potential. For corporations and not-for-profit enterprises these findings hold implications for the context in which leadership is exercised and the shape of governance structures. They also pose a fundamental ethical dilemma for leaders to address. [source]


Inter-organizational Collaboration and the Dynamics of Institutional Fields

JOURNAL OF MANAGEMENT STUDIES, Issue 1 2000
Nelson Phillips
While many aspects of the collaborative process have been discussed in the management literature, the connection between collaboration and the dynamics of institutional fields has remained largely unconsidered. Yet, collaboration is an important arena for inter,organizational interaction and, therefore, a potentially important context for the process of structuration upon which institutional fields depend. In this paper, we argue that institutionalization and collaboration are interdependent; institutional fields provide the rules and resources upon which collaboration is constructed, while collaboration provides a context for the ongoing processes of structuration that sustain the institutional fields of the participants. [source]