As well as review the literature on the notion of institutional entrepreneurship introduced by Paul DiMaggio in 1988, we propose a model of the process of institutional entrepreneurship We first present theoretical and definitional issues associated with the concept and propose a conceptual account of institutional entrepreneurship that helps to accommodate them We then present the different phases of the process of institutional entrepreneurship from the emergence of institutional entrepreneurs to their implementation of change Finally, we highlight future directions for research on institutional entrepreneurship, and conclude with a discussion of its role in strengthening institutional theory as well as, more broadly, the field of organization studies

/pdf/how-actors-change-institutions-towards-a-theory-of-157mc7o554.pdf

How actors change institutions : Towards a theory of institutional entrepreneurship

The National Academy of Sciences founded The National Academies Press (NAP) with the goal of publishing reports of all four national academies. Annually, NAP publishes more than 200 books from the fields of science, engineering and medicine and offers more than 4000 titles in PDF on its website (http://www.nap.edu/) free of charge.

/pdf/the-national-academies-press-3oqc1apmt7.pdf

The National Academies Press

Organizational Change: A Review of Theory and Research in the 1990s

Strategic renewal consists of three subprocesses (competence definition, deployment, and modification). Within each subprocess, the roles of top-, middle- and operating-level managers differ in their time horizon, information requirements, and core values. Dissensus in managers' perceptions about the need for change creates strategic role conflicts within individual managers and between managerial roles. In this article we explain when and where strategic role conflict occurs and how organizational controls may be used to alleviate it.

https://www.jstor.org/stable/pdfplus/259268.pdf

Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal

The design and use of performance management systems: An extended framework for analysis

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

/pdf/leading-change-why-transformation-efforts-fail-53ve8fhtey.pdf

Leading change: why transformation efforts fail

Foreword

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Leading change: why transformation efforts fail

Foreword