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Microfoundations of institutional change: Contrasting institutional sabotage to entrepreneurship
Author(s) -
Lakshman C.,
Akhter Manzoom
Publication year - 2015
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1325
Subject(s) - microfoundations , entrepreneurship , organizational field , legitimacy , institutional theory , context (archaeology) , politics , field (mathematics) , economic system , political science , business , sociology , economics , social science , law , macroeconomics , paleontology , mathematics , biology , pure mathematics
This paper addresses little understood microfoundations of institutionally driven organizational change and utilizes an institutional‐conflict‐based approach to examine innovation in organizational forms. Using a two‐case comparative analysis, we longitudinally examine the antecedents, mechanisms, and success/failure of attempts at change by institutional entrepreneurs. We analyze and develop theoretical insights on the interplay between internal political processes and external competitive actions in the creation of innovation in organizational forms and the subsequent legitimacy struggles through which an organizational field evolves in a sports (cricket) business context. We draw implications for institutional actors by observing patterns in organizational and institutional evolution in such contexts. We contribute to institutional entrepreneurship literature by developing a nuanced process model of success and failure in institutional entrepreneurship. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.