T2 - Institutional work

The exercise was created 2025-10-24 by vonthax. Question count: 55.

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  • Balancing distinctiveness and legitimacy Strategic balance
  • Competing by being unique Differentiation
  • Surviving by fitting norms Conformity
  • Acceptable deviation range Range of acceptability
  • Too different → lose legitimacy Legitimacy threshold
  • Too similar → intense competition Competitive crowding
  • Best performance at moderate deviation Inverse U-shape
  • Being “as different as possible, as similar as necessary” Strategic motto
  • Legitimacy as a resource Institutional capital
  • Why firms become similar Isomorphism
  • Arena of interacting actors Organizational field
  • Pressure from law or state Coercive isomorphism
  • Copying successful peers Mimetic isomorphism
  • Shared norms through professions Normative isomorphism
  • Mature fields → more similarity Field maturation
  • Legitimacy more important than efficiency Social rationality
  • Homogenization of organizations Institutional conformity
  • Modern iron cage of legitimacy Iron cage
  • Purposeful actions shaping institutions Institutional work
  • Creating, maintaining, disrupting Work types
  • Defining and legitimizing new rules Creating
  • Supporting and policing norms Maintaining
  • Undermining old beliefs Disrupting
  • Building normative networks Networking
  • Making new seem familiar Mimicry
  • Explaining cause–effect through theory Theorizing
  • Embedding practices into routines Routinizing
  • Continuous effort sustains stability Everyday maintenance
  • Organizations not passive rule-takers Strategic choice
  • Five response types A–C–A–D–M Response spectrum
  • Full compliance to norms Acquiesce
  • Balancing conflicting pressures Compromise
  • Hiding nonconformity Avoid
  • Openly rejecting rules Defy
  • Changing the rules themselves Manipulate
  • Response depends on legitimacy vs autonomy Dual logic
  • Institutional pressure shaped by 5C factors Context dependence
  • Defending existing order Institutional maintenance
  • Powerful actors resist reform Status-quo defense
  • Making reform appear impossible Incommensurables
  • Claiming markets are unique Market exceptionalism
  • Transparency threatens liquidity Liquidity argument
  • Reform as impractical Implementation critique
  • Resistance through technical language Technical framing
  • Change blocked by “incomparability” Denying commensuration
  • Maintenance requires active strategy Strategic inertia
  • Elites shaping institutions for control Elite power
  • Creating environmental accounting tools Institutional creation
  • Three phases: creation–conflict–popularization Institutional phases
  • Gatekeeping access to knowledge Gatekeeping
  • Making the new look legitimate Mimicry
  • Framing alternatives as inferior Demonization
  • Deliberate non-diffusion of knowledge Absence of educating
  • Claiming scientific authority Theorizing
  • Change used to preserve power Defensive innovation

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