Coexistence of continuity and change in institutional work

Abstract

Purpose

The purpose of this paper is to answer the question of how continuity and change coexist in the work of institutional actors who can combine maintenance, disruption and/or creation. Past studies mention this coexistence without an explanation.

Design/methodology/approach

The paper develops a perspective through literature review.

Findings

Institutional actors are both socialized into the norm-oriented space of continuity and maintenance through their reciprocal relations and associated social knowledge and roles and disciplined into the goal-oriented space of change and disruption/creation through their power relations and associated expert discourse and subject positions. Their institutional existence indicates a particular combination of reciprocity and power and thus their work includes changing degrees of maintenance, disruption and creation, depending on the nature of this combination.

Research limitations/implications

The paper points out research directions on the relational conditions of the actors, which facilitate or constrain their work toward institutional continuity or change.

Practical implications

Organizations whose concern is to continue the existing practices in a stable environment should emphasize reciprocal relations whereas organizations whose concern is to change those practices for more effectiveness in a dynamic environment should emphasize power relations. Also, too much emphasis on either relations leads to inflexibility or instability.

Originality/value

The paper provides an explanation on the sources of coexistence of continuity and change in institutional work. It also contributes to the discussions on contingency of institutions, resistance productive of institutional change, reflexivity of institutional actors and intersubjective construction of institutional work.

Citation

Topal, C. (2020), "Coexistence of continuity and change in institutional work", Baltic Journal of Management, Vol. 15 No. 1, pp. 1-20. https://doi.org/10.1108/BJM-02-2019-0036