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De‐institutionalisation and the closure of long‐stay hospitals brought about an increased focus on the development of alternative systems for the safe and effective treatment of people with mental health problems. One result of this focus was the introduction of the care programme approach or CPA (DoH, 1989; 1990a; 1990b). The main elements of the CPA are systematic arrangements for assessing the health and social needs of people accepted into mental health services, formulation of a care plan which identifies all health and social care needs, and appointment of a care co‐ordinator to keep in close touch with the patient and to monitor care, regular review, and, if necessary, agreed changes to the care plan.Though the CPA was originally seen as a mechanism to ensure proper aftercare for those discharged from hospitals, the Government later made it clear that it should be seen as a framework for the delivery of mental health care (DoH, 1998). All health authorities are now required to implement it for people with mental health needs referred to specialist psychiatric services.

Japan is well known for having a strong stakeholder environment. However, a more than ten‐year recession and globalization pressures have put a strain on many aspects of the country's approach to corporate governance. The main goal of this paper is to investigate institutional change by examining the perceptions and expectations of an important stakeholder in the Japanese corporate governance arena.

In this bottom‐up approach to corporate governance analysis, surveys were collected on employees’ perceptions of national and firm level developments in order to verify to what extent their views had an impact on their career management attitudes. Factor analysis and multiple regression techniques were used to test a number of research propositions.

The results showed that although there is still strong support for a within‐company success orientation (stakeholder view) in Japan, there are a growing number of employees who prefer a personal career success orientation (shareholder view) in Japan. Research limitations/implications – Since this is a cross‐sectional study of the career management orientation of Japanese employees, future research should examine these developments over time to confirm the long‐term direction of change in the business practices.

Human resource managers, recruiters, and firms in general need to reevaluate their views of the future career management attitudes of Japanese employees.

This paper contributes to the global convergence‐divergence debate in corporate governance practices. It can also be considered as an important examination of the process of de‐institutionalization of local business practices.

The purpose of this paper is to examine the significance of the work‐to‐retirement transition for academic staff from a life course perspective and the manner in which individuals have managed the transition.

In total, 32 semi‐structured interviews were conducted with academic staff from ten Universities in England. The data are analysed using matrix analysis.

Marked differences in the experience of the work‐to‐retirement transition were found and five groups are identified which characterise the significance of retirement. Clean Breakers view retirement as a welcome release from work. Opportunists and Continuing Scholars use retirement to re‐negotiate the employment relationship. The Reluctant consider retirement as a loss of a valued source of identity and the Avoiders are undecided about retirement plans.

The focus of the study is at the individual level. A more complete understanding of retirement decisions would encompass organisational approaches to retirement issues.

There are practical implications for academics approaching retirement. Not all academics wish to continue to engage in academic work in retirement. For those who do, opportunities are predominantly available to staff with stronger social and professional capital. Continued engagement necessitates personal adaptability and tolerance to ambiguity. Staff who are planning their careers might build such factors into retirement planning.

Organisations need to rethink their responsibilities in managing retirement processes as they face an increasing variety of retirement expectations in the workforce. Given the unfolding de‐institutionalisation of retirement, both individuals and organisations need to re‐negotiate their respective roles.

The paper characterises the diversity of modes of experiencing retirement by academic staff, highlighting differences between the groups.

For years, critics have warned that organizational research does not take race seriously enough. Fortunately, this situation has improved as scholars in the 2000s and 2010s have produced scholarship that explores how race defines and shapes organizations. In this chapter, I briefly review the intersection of the sociology of race and institutional theory and suggest questions for future research.

The purpose of this paper is to explore the association between economic factors (consumer price index, real gross domestic product per capita, base discount rate, and rate of unemployment) and numbers of hospital psychiatric beds.

Time series analytical techniques (unit root and cointegration tests) were applied to two regional data sets from the nineteenth century (North Carolina, USA; Berkshire, UK) and three national data sets in the twentieth century (US; UK; Italy) to test the hypothesis of a relationship.

All data sets suggest a long‐run relationship between economic factors and psychiatric bed numbers. Increase of consumer price predicted a decrease of hospital beds (and vice versa) in all data sets and was the strongest predictor of changes in psychiatric bed numbers. Hence, economic factors appear to be an important driver for the supply of hospital beds.

Cointegration tests are not true causality tests as they only measure the ability to forecast the value of an X variable knowing the value of N other variables. Therefore, one cannot rule out that the relationship between economic factors and psychiatric hospital beds is an indirect one, caused by another unidentified factor. Also, this study alone does not provide evidence to decide whether economic factors mainly influence demand or supply, although various findings suggest the latter.

CPI is of particular significance for changes in psychiatric bed provision, and co‐integration tests are a useful method to explore such association.

This study is the first one to apply time series analytical techniques to explore the role of economic factors in the processes of psychiatric institutionalisation and deinstitutionalisation.

The purpose of this study is to develop a cross-level model of legitimacy-driven institutional change in a Chinese management context; in other words, changes that start out as legitimacy gaining processes by green enterprises but result in a shift in field-level market logic.

A case study using a historical inquiry approach and in-depth interviews has been used to qualitatively analyze the authors’ case in the Chinese photovoltaic industry.

The study proposes a cross-level explanation of institutional change by demonstrating how institutional change can create market forces at a field level that seemingly originate from an increase in the number of legitimated enterprises. This may negatively influence enterprises’ ongoing legitimacy gaining process for their survival at the organizational level in an institutional environment.

The theoretical perspective helps improve descriptions of institutional change and develop a much-needed multi-level understanding of green enterprises in the highly institutionalized green industry. However, this case study may raise the concern of generalizability; thus, an additional survey is necessary.

As organizational field-level market forces are endorsed and transformed in the legitimacy gaining activities of green enterprises, a green enterprise manager should be aware of its negative impact on their legitimacy gaining process and ultimate survival.

The authors’ model proposes a cross-level explanation of institutional change by demonstrating how institutional change can create market forces at a field level that seemingly originate from an increase in the number of legitimated enterprises. Consequently, this may negatively influence the enterprises’ legitimacy gaining process.

This paper seeks to report the findings from a seven‐year study on the UK National Health Service on the introduction of an electronic health record for 50 million citizens. It explores the relationship between policy and practice in the introduction of a large‐scale national ICT programme at an estimated value of £12.4bn.

Using a longitudinal research method, data are collected on the policy‐practice nexus. The paper applies institutional theory using a conceptual model by Tolbert and Zucker on the component processes of institutionalisation.

The findings suggest that institutional forces act as a driver and an inhibitor to introducing enabling technologies in the health‐care environment. A process analysis shows that, as electronic health records force disruptive change on clinicians, healthcare managers and patients, culturally embedded norms, values and behavioural patterns serve to impede the implementation process.

This research is limited in its generalisability to national, regional and local ICT implementations due to the complexity of the policy and practical issues at stake. Despite the longitudinal research approach, the use of institutional theory can only offer a flavour of how institutionalised values, norms and behaviours influence health IT policy and practice.

The paper demonstrates the complexity of translating centralised ICT policy in healthcare to practical solutions for clinicians and other stakeholders. It shows how a large‐scale ICT programme based on procurement of technology is unlikely to succeed where important issues of user engagement and a sound “business case” have not been achieved.

This research contributes to the theoretical literature on institutionalism by addressing the dichotomy between institutional and technical environments. While technology is often discussed in isolation of an institutional process, it may become embedded in organisational practices, reaching a process of sedimentation (institutionalisation) or fail to take hold and fade from view.

We identify the key social and political forces that brought about the Self Managed Attendant Service Direct Funding Pilot (SMAS-DFP). Attendant Services are services for people with physical disabilities (PWD) to assist with daily activities. Direct Funding means that individuals obtain funds through direct funding mechanisms and/or through third parties. Self-direction refers to consumers who know their attendant service needs and can instruct workers to meet these needs. Self-management refers to (PWD) who are employers under the law and are legally responsible for hiring, training, scheduling and paying their attendants. Our analysis of the success of the SMAS-DFP is based on pre-conditions and facilitating elements. The pre-conditions were the: (1) existence of social movements; (2) precedents to direct funding programs; (3) prior experience with the governance of attendant services; and (4) government health reform. Five elements facilitated the SMASD-FP: (1) a clear vision by the community; (2) a core group of leaders; (3) supporters of the SMAS-DFP came from inside and outside of the community; and (4) supporters provided key resources to be used and to deal with barriers. PWD successfully led the pilot (1994–1997) and continue to administer the expanded government program (began 1998).