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This chapter contributes to the existing literature on institutional theory and international business research by integrating the concepts of polycentrism and institutional learning to examine how MNEs from emerging economies invest in developed countries. We argue that equity-based market entry modes and non-equity-based modes create different needs for learning about economic, regulatory and political institutions; entry modes with or without local partners lead to different levels of institutional embeddedness and institutional learning speeds. Finally, the content of institutional knowledge also determines its transferability and adaptability. We emphasize the importance of recognizing the integrated nature of economic, regulatory and political institutions from a polycentric perspective and discuss their change in different situations.

Given the complexity of inclusive business (IB) to combine social contribution and business sustainability, companies make strategic choices. One multinational corporation (MNC) avoided interconnections with villagers and used only market-based relations with stimulants and incentives in the market. Another one delegated management completely to local partners, succeeding in stimulating the poor’s self-initiated economic activities. MNCs seem to have difficulties in handling institutional interconnections. In such cases, market-based relations or delegating management to the local partners were found to be highly effective for covering missing capabilities. One foreign NGO, despite its well-developed institutional interconnections with the locals, is struggling to develop markets for its social enterprises. In contrast, one local trust successfully cooperated with many local partners, appealing to local institutions (values and beliefs). Also, poor farmers felt the social contributions of two local companies by being incorporated into the companies’ supply chains backed by their corporate social responsibility (CSR) orientations and activities. Hence, both foreign and domestic organizations seem to succeed in IB by embedding their projects to their original institutions and developing diverse mechanisms to compensate for missing capabilities. One exception is a local company which successfully coordinated MNCs’ CSR activities, local communities, and governments. However, its success is owing to governmental regulation for CSR contribution. In general, though restricted by institutional backgrounds and business orientations, each case tried to create a fit between business models and its contingencies, achieve scale (at the level of communities, nations, or the global market) and business sustainability, and generate socioeconomic effects.

Talk of “macrofoundations” helps foreground the constitutive and contextualizing powers of institutions – dynamics that are inadvertently obscured by the imagery of microfoundations. Highlighting these aspects of institutions in turn opens intriguing lines of inquiry into institutional reproduction and change, lived experience of institutions, and tectonic shifts in institutional configurations. However, there is a twist: taking these themes seriously ultimately challenges any naïve division of micro and macro, and undermines the claim of either to a genuinely foundational role in social analysis. The authors propose an alternative “optometric” imagery – positioning the micro and the macro as arrays of associated lenses, which bring certain things into focus at the cost of others. The authors argue that this imagery should not only encourage analytic reflexivity (“a more optometric institutionalism”) but also draw attention to the use of such lenses in everyday life, as an underexplored but critical phenomenon for institutional theory and research (“an institutionalist optometry”).

When post-secondary education (PSE) in Africa is viewed in terms of growth rather than total enrolment the region tops the list of impressive trends. Between the years 1985 and 2005 the countries of sub-Saharan Africa experienced the largest growth of PSE involvement of any region with total enrolment increasing fourfold. The insatiable student demand is being met by a proliferation of large-scale and small-scale religious denominations establishing post-secondary education. The current chapter provides a categorical, multi-levelled analysis of the growth of religious providers in sub-Saharan Africa. Particular attention is given to the activities and rationales of stakeholders who play a part in the establishment and continued operations of religious PSE. Using Marginson and Rhoades’s (2002) glonacal agency heuristic, the networks between stakeholders and their varying degrees of influence on regional PSE are described and discussed. The findings suggest that PSE in the region is being widely provided by small-scale denominations establishing religious training institutions. But the influence of this PSE is mainly limited to local communities.

In contrast to the MDGs' top-down approach, the SDGs took the bottom-up approach of participants, creating an open space for soliciting their aspirations, efforts, creativity, and commitment. Inclusive business (IB), identified as the key means to alleviate poverty and inequality in developing countries, undeniably struggles in this space to find new ways of thinking and management to achieve a suitable balance between serving social needs and achieving business sustainability. However, multinational corporations have not yet made significant achievements, due to a biased orientation of including the poor into their system of developed countries' institutions. From a neutral position, not asking who includes or yields to whom, this research project proposes to use the concept of institutional interconnections and its various analytical factors to examine how diverse partners are interconnected to overcome institutional differences. Differences in interconnections are hypothesized to differentiate IB's socioeconomic effects and poverty alleviation.

In Louisiana's coastal communities with traditions of heavy dependence on the oil industry, cycles of industrial uncertainty have become routine, eliciting a set of coping responses from local government and community institutions. However, recent industrial restructuring within the context of globalization, accompanied by shifts in the climate of federal and state policy, have significantly disrupted traditional support mechanisms and threatened their survival. This article explores the realities that two South Louisiana communities impacted by the offshore oil industry face at the close of the 20th century, with a focus on health service institutions. It also explores community efforts in managing local housing and workforce preparation issues.

Purpose – This chapter examines how informal and formal entrepreneurial institutions are influenced by economic crises. These institutions act as the foundation for many, if not all, entrepreneurial activities, but they are highly vulnerable to change during times of crisis.

Design/methodology/approach – This chapter uses a case study of software entrepreneurs in Ottawa, Canada, to better understand the influence of the 2001 and 2008 recessions on the social and economic aspects of entrepreneurship. This case is examined through a set of 39 semi-structured interviews with entrepreneurs, investors, and economic development officers.

Findings – While informal entrepreneurial institutions have adapted to a changing economic environment, formal institutions and government programs have so far failed to do this. This results in less effective entrepreneurship support programs.

Research limitations/implications – As with other qualitative case studies, these findings are not generalizable to other regions. This chapter calls for further research is needed to better understand the social forces behind institutional change.

Practical implications – This chapter argues that entrepreneurship support programs must be customized to the informal social institutions that underlie all entrepreneurial behavior and practices. This alignment potentially increases the usefulness of such programs to entrepreneurs.

Originality/value of the paper– While entrepreneurship in Ottawa has been carefully studied, there has been very little work examining how technology entrepreneurship in Ottawa has fared after the decline of the telecommunications market. This chapter is useful to both entrepreneurship scholars as well as practitioners and policy makers interested in how entrepreneurial institutions react to crises.

The seminal literature on state formation proposes a model of “co-opt and expand” to explain the rise of centralized nation-states in modern and early modern Europe. Building on this literature’s distinction between direct and indirect rule, other analysts have expanded the scope of this model to explain patterns of state building in the non-Western world, particularly in the construction of centralized authority in postcolonial and postimperial contexts. According to this literature, the failure of central rulers to co-opt local elites has frequently produced weak states lacking capacities of rule in their peripheries. Using archival materials to examine the Albanian state’s relatively successful penetration of the country’s highland communities during its early decades of national independence, this article suggests that state building can proceed along an alternative path called “co-opt and bind,” in which state builders “bind” peasant communal institutions to the institutional idea of the nation-state to legitimize and implement state building goals. The article identifies three mechanisms used by early Albanian state builders to generate legitimacy and institute political order in its remote communities, including disarmament, the institution of new forms of economic dependency, and the invocation of peasant cultural codes of honor.

The general aim of this chapter is to scrutinize implicit assumptions regarding leadership in the public sector entailed in the normative concept of “good governance.” We draw on the concepts of leadership substitution (Kerr & Jermier, 1977), managerial leadership activities (e.g., Bass & Avolio, 1994), and demands for leadership (Blom & Alvesson, 2014). In our empirical study, we explore fine-grained processes of leadership in several local government organizations, including everyday decision-making and social interactions.

A qualitative study was conducted on the basis of 21 interviews with middle- and lower level managers and their subordinates in five municipal departments in Germany and three in Lithuania.

The results suggest that everyday leadership processes can be considered as the coexistence of leadership substitutes and leadership interventions, initiated by the leaders and their subordinates. Such leadership substitutes like routines, laws, and instructions turned out as particular important constituents of leadership processes.

Results of our study open several new avenues for further research on governance and leadership in local governance organizations. First, future research can proceed with a re-conceptualization of leadership in the context of local governance by drawing on the follower-oriented approaches of leadership and governance. Particular focus on tensions, conflicts, and struggles as well as on the interrelationships between different hierarchical levels of public administration could represent a fruitful extension of our study. Second, the institutional and country-based contexts of local government systems should be taken into account more explicitly while studying leadership practices.

In terms of implications for practice, the results of the study call for an explicit consideration of the everyday activities while implementing “good governance.” Considerations of leadership as process of daily interactions between leading persons, subordinates and codes, structures, process rules, and management instruments should become a necessary element of such concepts, otherwise, important aspects of a “good governance” would be ignored and couldn’t be realized.

Our study contributes to the behavioral perspective of governance structures in the public sector by providing empirical insights from local government contexts and by re-conceptualizing governance and leadership processes. Instead of a merely reductionist concentration on managerial positions and persons, we propose a social-constructionist view on governance that allows for a more fine-grained, context-sensible perspective on governance in the public sector. Concretely, we call for a conceptualization of micro-level governance structures and processes mainly as a result of ongoing order-maintaining and order-negotiating processes between supervisors and subordinates, accompanied by institutions of leadership substitution and interventions from leaders and subordinates.