Turning Identity into Form: The Cause and Consequence for Kaiser Permanente of becoming an HMO

Abstract

How do organizations act as entrepreneurs and what are the outcomes of their innovations? This paper intersects two broad areas of organizational research: the sociology of entrepreneurship and the study of organizational forms. A case study of Kaiser Permanente's role as an institutional entrepreneur in the creation of the health maintenance organization form illuminates the benefits and pitfalls of institutional entrepreneurship – in this case, the act of turning identity into form. Examining organizations as institutional entrepreneurs also raises questions and challenges for future research about both entrepreneurs and models of organizing.

Citation

Caronna, C.A. (2007), "Turning Identity into Form: The Cause and Consequence for Kaiser Permanente of becoming an HMO", Ruef, M. and Lounsbury, M. (Ed.) The Sociology of Entrepreneurship (Research in the Sociology of Organizations, Vol. 25), Emerald Group Publishing Limited, Leeds, pp. 309-336. https://doi.org/10.1016/S0733-558X(06)25009-2