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The purpose of this paper is to explore the essence that is, the nature of organizational responses to efficiently resist enforced change in institutionalized work practice destined to address poor organizational performance. The micro-foundations of the cognitive logic that are activated when organizations face change are hereby conceptualized.

Using a case study design, the study focusses on narratives of a failure to implement a regulatory enforced change in work practice at a military academy established in the 1600s. The interviews are complemented by secondary data.

The analysis reveals a cognitive framework by which the members of the organization shaped their responses. By building on micro-foundations for mobilizing resistance (i.e. the essential substance at a micro level), this study shows how the cognitive logic is activated to respond to change. To show how the cognitive logic is used to mitigate and compensate for incongruences with the regulatory logic, this study outlines a set of strategic resistance maneuvers and cognitive resistance forces that restrict regulatory influence on change in work practice. This study thus provides insights into maneuvers and resistance forces that members may activate to resist change efficiently.

To the author’s knowledge, this is the first study to attempt to conceptualize the essence of the cognitive logic activated to resist organizational change.

This study explores the relationship between institutional logics and workers’ agency in business organisations. The purpose of this paper is to explain management control in a complex setting of workers’ resistance and institutional multiplicity and complexity. Exploring the inherent political volatility at the macro level, the work also investigates the political aspects of economic organisations and the intermediary role of individuals who deal with these institutions.

Theoretically, the study triangulates institutional logics and labour process theories, linking higher-order institutions with mundane labour practices observed in the case study. Methodologically, the study adopts a post-positivistic case study approach. Empirical data were solicited in a village community, where sugar beet farming and processing constitutes the main economic activity underlying its livelihood. Data were collected through a triangulation of interviews, documents and observations.

The study concludes that, especially in LDCs agro-manufacturing settings, economic and societal institutions play a central role in the mobilisation of labour resistance. Control can be effectively practiced, and be resisted, through such economic and social systems. This study affirms the influence of institutional logics on individuals’ agency and subjectivity.

The study contributes to literature by investigating the relationship between subalterns’ agency and institutional logics in a traditional political and communal context, in contrast to the highly investigated western contexts; and providing a definition of management control based on the prevalent institutional logics in the field.

We discuss a recent effort of institutional resistance in the context of the 2008–2011 Apostolic Visitation of U.S. women religious motivated by Vatican concerns about perceived secularism and potential lack of fidelity among Catholic sisters. We examined the process of and women’s responses to the Visitation to shed light on the institutional work associated with productive resistance and the role of identity and emotions in transforming institutions.

At a time when the male leadership can be blamed for leading the church to a state of crisis – a time when the voices of women are needed more than ever – even the modest roles accorded to female clerics have come under attack. The specific reasons for the investigation are unclear (or, more probably, not public), but the suspicion, clearly, can be put in the crassest terms: too many American nuns have gone off the reservation.

– Lisa Miller, Female Troubles, Newsweek, May 27, 2010

At a time when the male leadership can be blamed for leading the church to a state of crisis – a time when the voices of women are needed more than ever – even the modest roles accorded to female clerics have come under attack. The specific reasons for the investigation are unclear (or, more probably, not public), but the suspicion, clearly, can be put in the crassest terms: too many American nuns have gone off the reservation.

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.

The paper develops a perspective through literature review.

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.

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

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.

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.

This paper aims to provide evidence to suggest that private social and environmental reporting (i.e. one-on-one meetings between institutional investors and investees on social and environmental issues) is beginning to merge with private financial reporting and that, as a result, integrated private reporting is emerging.

In this paper, 19 FTSE100 companies and 20 UK institutional investors were interviewed to discover trends in private integrated reporting and to gauge whether private reporting is genuinely becoming integrated. The emergence of integrated private reporting through the lens of institutional logics was interpreted. The emergence of integrated private reporting as a merging of two hitherto separate and possibly rival institutional logics was framed.

It was found that specialist socially responsible investment managers are starting to attend private financial reporting meetings, while mainstream fund managers are starting to attend private meetings on environmental, social and governance (ESG) issues. Further, senior company directors are becoming increasingly conversant with ESG issues.

The findings were interpreted as two possible scenarios: there is a genuine hybridisation occurring in the UK institutional investment such that integrated private reporting is emerging or the financial logic is absorbing and effectively neutralising the responsible investment logic.

These findings provide evidence of emergent integrated private reporting which are useful to both the corporate and institutional investment communities as they plan their engagement meetings.

No study has hitherto examined private social and environmental reporting through interview research from the perspective of emergent integrated private reporting. This is the first paper to discuss integrated reporting in the private reporting context.

While scholars have developed increasingly well-developed accounts of institutional change, little attention has been paid to how change is resisted and, in particular, how efforts to marketize fail. We draw on the institutional logics perspective to guide analysis of an empirical case of the failed attempt by the Dutch state to marketize childcare organizations and create a market for childcare. We document that even though the existence of logics that were antithetical to the market logic did not catalyze organized collective resistance to marketization, the market logic never took root, and marketization has even been rolled back. We argue that the failure to create a childcare market in the Netherlands was caused by individual-level cognitive dissonance that cumulated into profound field-level ambivalence that undermined efforts to implement market practices. We develop several propositions that could usefully guide future research on how cognitive dissonance might underlie the failure to construct markets. By theorizing failure to change a field, we contribute to the limited body of work that has looked at failed attempts to change institutions, arguing for more attention to individual-field cross-level dynamics.

The authors contribute to scholarly understanding of the interplay between macro-level institutions and micro-level action by focusing attention on the ways the power of institutions works through mundane organizational spaces to constrain individuals as they interact with organizations. The authors explore these macro- and micro-connections between institutions and organizational spaces through a qualitative inductive study of an emergency department in a public hospital in Australia. Analyzing observational and interview data related to a waiting room and a corridor, their findings show how the systemic power of the state and the medical profession impacts micro-level action through organizational spaces. The authors find that the medical profession exerted power in a system of domination over marginalized patients through the waiting room as an exclusion space. At the same time, the state exerted discipline power over professional subjects through the corridor as a surveillance space. Individual resistance to institutional power over the ED was controlled by policing deviance in the surveillance space and ejecting resisters to the exclusion space. Their findings contribute to the literature by opening up new insight into how mundane organizational spaces convey institutional power by dominating and disciplining micro-level actions.

The aim of this paper is to propose an action-interaction-process framework to extend research on institutional entrepreneurship. The framework examines an actor's characteristics, interactions in an institutional context, and the process by which entrepreneurial action is accomplished.

Via a sociohistorical archival method of narrative analysis, the action-interaction-process framework is applied to an exemplary case of institutional entrepreneurship – the case of James Meredith and the integrationist movement at the University of Mississippi in the 1960 s.

The findings show that institutional entrepreneurs who maintain little power and influence over the institutional field must form strategic alliances to mobilize constituents and capitalize on the convergence of resources in the social setting.

Through the process of collective action, institutional entrepreneurs can overcome resistance to change and displace inequitable institutional policies, while establishing new practices and norms.

This research provides a stronger approach to examining institutional entrepreneurship and institutional entrepreneurs, the interaction between the institutional entrepreneur and the social context in which the individual operates, and the process by which inequitable institutionalized norms are reformed through collective action. This approach is useful to researchers examining institutional entrepreneurship or any area in which power disparity plays an important role.

This study aims to examine the effects of competing influences emanating from firms’ social structural context (i.e. sent and received board of director interlocks and industry peers) on the adoption of an institutionally contested corporate governance code provision.

The corporate governance code provision of interest in this research recommends that German firms listed on German stock exchanges should disclose the individual remuneration arrangements for their board members. This paper uses 945 firm year observations from 2002 to 2006, the time period during which the adoption of this provision was voluntary for firms, to examine the role of firms’ social structural context in the legitimization process of this provision.

The results show that sent board interlocks to firms that defy pressures to adopt this practice have an equally pronounced but opposing effect on its institutionalization process. Received interlocks are inconsequential in this process. The results also provide evidence for the existence of competing influences emanating from firms’ industry peers. In contrast to the effects associated with sent board interlocks, at the industry level, peer acquiescence has a more pronounced effect than peer defiance. Furthermore, the practice’s legitimacy among firms’ peers moderates the effects of sent board interlocks.

The results of this paper suggest that a balanced approach to studying institutional change in corporate governance needs to acknowledge the co-existence of conflicting signals regarding the spread of new institutional models. The findings suggest that firms’ social structural context plays a central role in processes of contested institutional change. Board interlocks and industry peers carry the potential to facilitate institutional change and facilitate institutional continuity and resistance to change. However, not all board interlocks are of equal importance, and industry peers constitute a source of legitimacy to which directors forming the interlocks attend.