Putting Institutional Theory to Work During Times of Crisis - (Research in the Sociology of Organizations) (Hardcover)

About the Book

Addressing a persistent challenge in management research and bridging the gap between rigorous theory and practical application, despite the perceived complexity of institutional theory, this collection shows how it offers valuable insights for practitioners navigating organizational and societal crises.

Book Synopsis

Putting Institutional Theory to Work During Times of Crisis addresses a persistent challenge in management research: bridging the gap between rigorous theory and practical application. Despite the perceived complexity of institutional theory, this collection shows how it offers valuable insights for practitioners navigating organizational and societal crises.

Revisiting James D. Thompson's (1956) vision of administrative science as an applied field, the editors assert that institutional theory can guide decision-makers in understanding and responding to challenges from eroding democratic institutions to climate change. With papers divided into two sections, Section A foregrounds institutions themselves, examining the practical implications of institutional dynamics; and Section B focuses on activities within and around institutions, exploring the implications of extended institutional forces. Contributing authors identify relevant stakeholders, specify actionable strategies, and delineate appropriate contexts for application. By synthesizing seemingly disparate studies, the papers present a cohesive narrative about the practical value of institutional theory in addressing contemporary crises.

Illuminating the complex interplay between actors, practices, and institutional contexts, Putting Institutional Theory to Work During Times of Crisis provides a nuanced understanding of how change can be affected within structural constraints. This work demonstrates how institutional theory can fulfil its potential as both a rigorous academic pursuit and a valuable guide for real-world decision-making.

About the Author

Natalie Eng is affiliated to the Strategy, Entrepreneurship, and Management Department at the University of Alberta, Canada.

Kylie Heales is an Assistant Professor in the Department of Management and Marketing at the Edwards School of Business, University of Saskatchewan.

Angelique Slade Shantz is an Associate Professor of Strategy, Entrepreneurship and Management at the Alberta School of Business, University of Alberta, and the Canada Research Chair in Social Entrepreneurship.

Emily S. Block is an Associate Professor of Strategy, Entrepreneurship and Management and the George Cormie Chair in Management at the Alberta School of Business, Canada.