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This is a case study of a Canadian privately‐owned manufacturing organisation having about 200 employees that embarked on its quality journey about two years ago. Their choice to continue their quality progress beyond ISO 9001 and to adopt the TQM approach is also described. The details provided are accurate and complete, except that the names have been changed to preserve the confidentiality of the organisation due to the strategic nature of the information presented. Further details about the case study may be available from the author.

My intent in this chapter is not to review this ever-expanding body of work, which now encompasses all sorts of “new” institutionalisms applied to micro-, meso-, and macro-levels of social analysis in a wide variety of fields. Rather, I propose to stay a narrower course, focusing on the “new” organizational institutionalism that emerged at Stanford in the 1970s. To a considerable extent, this focus excludes from sustained attention the growth of world polity theory, a body of work that is closely aligned to organizational institutionalism, but that was developed somewhat independently of Scott by Meyer and his associates (for an excellent, short overview of this line of work, see Jepperson, 2002; otherwise, see Meyer et al., 1997 or Meyer, 2000). In focusing on organizational institutionalism, I will add only marginally to what has already been written. My first task will be to describe the earliest developments of this form of analysis in the 1970s and early 1980s at Stanford, since describing how research programs in organizational studies got founded at Stanford is a major theme of the present volume. After that, I will advance some ideas about how and why this research program became so influential, in so many fields of study.

What drives this diffusion process? One neo-institutional answer to this question is that new models of nationhood, organization, and social identity exist in the larger world environment (Meyer, 2009, p. 36ff). Because they are external, these “identities” and models can be adopted without huge costs and without necessarily entailing the reorganization of society or actors’ personalities. Thus the models of modern society can spread quickly because they are relatively easy to assume and because they have high legitimacy in the international environment. Conformity produces instrumental rewards as well. And it also signals to significant “other” nations and international bodies that a nation has accepted modernity and its responsibilities (see Boli & Thomas's discussion, 1999). Thus, foreign aid, loans, and credit may flow quickly to those developing countries that enact modern institutional structures like mass education and democratic elections.

As world society develops and nations become embedded in it, cultural patterns that began as properties of Western modernity diffuse to other areas. Individualism has long been noted as a unique feature of American nationalism (Arieli, 1964; Greene, 1993; Lipset, 1963, 1996). But both the spread of democracy and the declining legitimacy of dictatorship and racism after WW II opened the gates for forms of egalitarianism and individualism to spread transnationally (see Elliott & Lemert, 2006; Gaddis, 2005, p. 164ff). This chapter considers the consequences of this transformation.

One of the dominant features of the age of globalization is the rampant expansion of organization. In particular, formal, standardized, rationalized, and empowered forms of organization expand in many domains and locales. We discuss these features of organization, showing that hyper-rationalization and actorhood are main themes of organization across presumably distinct social sectors and national societies. We explain the ubiquity of such organizational forms in institutional terms, seeing the global culture of universalism, rationality, and empowered actorhood as supporting the diffusion of managerial roles and perspectives.

Modern societies are built around the expansion of science and universities and the exposure of large numbers of the public to the curricula of higher education. In this sense they are relatively recent phenomena. Higher educational expansion itself has been a very recent phenomenon. Conventional wisdom held that higher education enrollments in the United States doubled every 20 years in a smooth progression (Price, 1963). New research has altered this picture dramatically. The 1960s ushered in a sea change in the expansion of higher educational enrollments in the United States – and in virtually every other society (Schofer & Meyer, 2005). The transition to mass higher education was abrupt. At the beginning of the 1960s about two million students were enrolled in U.S. higher education. Four decades later in the year 2000, this figure has risen to 14 million – a sevenfold increase (Schofer & Meyer, 2005, Fig. 5). Earlier developments, such as the G.I. Bill, show no comparable effects on enrollments to the massive changes that the 1960s brought in their wake.

There are a number of broad trends across rich democracies that show a growing disconnects between citizens and their respective governments. Similar trends are apparent in democracies in poorer nations as well. Given these similarities, it is plausible that trans-national forces are at work. The chapter develops a theoretical argument to account for these trends.

The focus of the argument is on the rapid increase in societal mobilization and loss of elite control that has accompanied globalization and the rapid worldwide expansion of science and higher education. The argument develops the point that these forces have led to a weakening of support for political institutions as they are currently constituted across democratic societies.

The circumstances for the emergence of new ideas in organizational theory have previously been explored from several viewpoints. Researchers trace the origins of new ideas to previous literature or compare ideas across continents and countries. The author takes another point of departure. Following Merton (1957, 1963), she focuses on “multiple discoveries” in science, studying the independent, simultaneous (re-)discovery of certain aspects of institutional theory in organizational theory. Specifically, she follows the circumstances under which two pairs of researchers proffered similar explanations for the phenomena they encountered (Jönsson & Lundin, 1977; Meyer & Rowan, 1977). Without ever having met, they suggested an analogous way of understanding the concept of organizing, though their research used different frames of reference and field material and was published in different outlets. The author’s analysis of the circumstances surrounding the two papers led her to explore elements in the emergence of new ideas: the Zeitgeist – the spirit of the times – international networks, and collegial work. When these factors are in play, physical meetings do not seem to be required, but scholars must be involved in networks in which their colleagues provide judgment and advice.

This paper seeks to contribute to the debate on the usefulness of institutional theory to critical studies. It pursues this topic by exploring some of the possibilities for allocating local authority funds more fairly for poor residents. This paper aims to shed light on the institution of budgeting in a democratically elected local government under austerity.

This paper uses world culture theory, the study of the devolution of cultural authority to individuals and organisations through which they turn into agentic actors. Based on a field study of Newcastle City Council’s (NCC’s) budget-related practices, the paper uses the notion of actorhood to explore the use of fairness in austerity budgets.

This paper documents how new concerns with fairness gave rise to new local authority practices and gave NCC characteristics of actorhood. This paper also shows why it might make sense for a local authority that is managing austerity budget cuts and cutting back on services to make more detailed performance information public, rather than attempting to hide service deterioration, as some prior literature suggests. This paper delineates the limits to actorhood, in this study’s case, principally the inability to overcome structural constraints of legal state power.

The paper is suggestive of ways in which local government can fight inequality in opposition to central government austerity.

To the best of the authors’ knowledge, this is the first qualitative accounting study of actorhood. It coins the phrase fairness assemblage to denote a combination of various accounting technologies, organisational elements and local government practices.