Skip to main content
SpringerLink
Log in

The Theoretical Positions of Institutions and Technology in Organizational Institutionalism

  • Chapter
  • First Online:
Materiality in Management Studies

Part of the book series: SpringerBriefs in Economics ((BRIEFSKUSSRS))

  • 153 Accesses

Abstract

By examining the materiality of institutions based on organizational institutionalism, we overcome the dichotomy between institutions and technology. Orlikowski’s structural model sought to capture the interaction between institutions and acts of using technology. In management studies, this concept of the institution has been discussed in the area of organizational institutionalism. Orlikowski and Barley (MIS Q 25(2):145–165, 2001 [25]) tried to connect information management research to organizational institutionalism and incorporate material properties of technology into organizational institutionalism. However, they emphasize the analysis of institutional changes induced by the introduction of new technology. This statement assumes uninstitutionalized technology that leads to institutional changes and overlooks the fact that technology is institutionalized itself. This problem stems from the fact that organizational institutionalism has mainly focused on the symbolism of institutions and has not sufficiently shed light on the materiality of institutions. We explore the implication of the materiality of institution with reference to the concept of institutional logics. Through these discussions, we clarify that institutions consist of symbols and objects, and introduce an empirical study of the innovation in a Japanese company implemented within institutions constituted both symbolically and materially.

This chapter was written through the process described in the preface. In addition, theoretical consideration of Sects. 3.1–3.3 in this chapter is a revised version of a discussion of institutions and technology/materiality of Sects. 2–4 in Urano [34].

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 16.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

Notes

  1. 1.

    As discussed in this chapter, the idea that institutions inefficiently constrain people stems from the perceived dichotomy between institutions and technology. In order to solve this problem, organizational institutionalism advocates the concept of institutional entrepreneur [8] and institutional work [16].

  2. 2.

    The concept of institutional logics was originally proposed by Friedland and Alford [12]. However, it was not immediately attended, the number of studies on institutional logics rapidly increased after 2011. Approximately 40 pioneering articles were published in 2011 and 2012, and over 120 articles were published annually in 2014 and 2015. Until now, more than 700 articles on institutional logics have been published [24].

  3. 3.

    While, in this section, we focus our discussion on blended institutional practice on the basis of Urano et al. [35], we originally made this case through research on Emergency Project referred to in the text. Matsushima & Urano [18] examines how emergency projects have created innovation on the basis of this case. In addition, on the basis of this research, a methodology is discussed in Urano et al. [36], focusing on the political relationship with research subjects.

  4. 4.

    The eight major electronics manufacturers are Hitachi, Panasonic, SONY, Toshiba, Fujitsu, NEC, Mitsubishi Electric, and Sharp.

  5. 5.

    The Japanese management was initially proposed by Abegglen [1], and its functions, such as the flexible use of labor discussed in this section, are detailed in Abegglen [2].

  6. 6.

    Sharp has the uniform wage system not only at the head office but also at all subsidiaries, including sales companies and service companies.

  7. 7.

    The Emergency Project was institutionalized in 1977, and 292 projects had been launched by 2010.

References

  1. Abegglen, J. C. (1958). The Japanese factory: Aspects of its social organization. Free Press.

    Google Scholar 

  2. Abegglen, J. C. (1973). Management and worker: The Japanese solution. Sophia University.

    Google Scholar 

  3. Berger, P. L., Berger, B., & Kellner, H. (1973). The homeless mind: Modernization and consciousness. Random House.

    Google Scholar 

  4. Berger, P. L., & Luckmann, T. (1966). The social construction of reality: A treatise in the sociology of knowledge. Doubleday.

    Google Scholar 

  5. Besharov, M. L., & Smith, W. K. (2014). Multiple institutional logics in organizations: Explaining their varied nature and implications. Academy of Management, 39(3), 364–381.

    Google Scholar 

  6. Bridgman, T., & Willmott, H. (2006). Institutions and technology: Frameworks for understanding organizational change: The case of a major ICT outsourcing contract. Journal of Applied Behavioral Science, 42(1), 110–126.

    Google Scholar 

  7. Ciborra, C., & Lanzara, G. (1994). Formative contexts and information technology: Understanding the dynamics of innovation in organizations. Accounting, Management and Information Technologies, 4(2), 61–86.

    Google Scholar 

  8. DiMaggio, P. J. (1988). Interest and agency in institutional theory. In L. G. Zucker (Ed.), Institutional patterns and organizations: Culture and environment (pp. 3–21). Ballinger Publishing.

    Google Scholar 

  9. DiMaggio, P. J., & Powell, W. W. (1991). Introduction. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 1–38). University of Chicago Press.

    Google Scholar 

  10. Friedland, R. (2012). Book review: Patricia H. THORNTON,William OCASIO, & Michael LOUNSBURY 2012 The institutional logics perspective: A new approach to culture, structure, and process, M@n@gement, 15(5), 582–595.

    Google Scholar 

  11. Friedland, R. (2013). God, love and other good reasons for practice: Thinking through institutional logics. In M. Lounsbury, & E. Boxenbaum (Eds.), Institutional logics in action, part A (research in the sociology of organizations) (Vol. 39A, pp. 25–50). Emerald Group Publishing.

    Google Scholar 

  12. Friedland, R., & Alford, R. (1991). Bringing society back in: Symbols, practices, and institutional contradictions. In W. W. Powell, & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 232–263). University of Chicago Press.

    Google Scholar 

  13. Jones, C., Boxenbaum, E., & Anthony, C. (2013). The immateriality of material practices in institutional logics. In M. Lounsbury, & E. Boxenbaum (Eds.), Institutional logics in action, part A (research in the sociology of organizations) (Vol. 39A, pp. 51–75). Emerald Group Publishing.

    Google Scholar 

  14. Jones, C., & Massa, F. G. (2013). From novel practice to consecrated exemplar: Unity temple as a case of institutional evangelizing. Organization Studies, 34(8), 1099–1136.

    Google Scholar 

  15. Jones, C., Meyer, R., Jancsary, D., & Höllerer, M. A. (2017). The material and visual basis of institutions. In R. Greenwood, C. Oliver, T. B. Lawrence, & R. E. Meyer (Eds.), The sage handbook of organizational institutionalism (2nd ed., pp. 621–646). Sage Publications.

    Google Scholar 

  16. Lawrence, T. B., & Suddaby, R. (2006). Institutions and institutional work. In S. R. Clegg, C. Hardy, T. B. Lawrence, & W. R. Nord (Eds.), Handbook of organization studies (2nd ed., pp. 215–254). Sage Publications.

    Google Scholar 

  17. Machida, K. (2008). Onrīwan wa soui da aru [Only one is creativity]. Bungeishyunzū. (in Japanese).

    Google Scholar 

  18. Matsushima, N., & Urano, M. (2013) Inobēshon wo soushutsu suru seido no hataraki [Insitution works on innovation]. Kokumin Keizai Zasshi [Journal of Economics and Business Administration], 207(6), 93–116. (in japanese).

    Google Scholar 

  19. Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363.

    Google Scholar 

  20. Meyer, J. W., Scott, W. R., & Deal, T. E. (1981). Institutional and technical source of organizational structure: Explaining the structure of educational organizations. In H. D. Stein (Ed.), Organization and the human services: Cross-disciplinary reflections (pp. 151–178). Temple University Press.

    Google Scholar 

  21. Nikkei Business (1991). “Syōhinryoku de syōbu” ga syukumei: Dokutoku no kaihatsu sisutemu de fukakachi wo tetteitsuikyū [“Compete on the strength of product” is destiny: Thoroughly pursuing added value with the unique development system]. August 19, 11–15. (in Japanese).

    Google Scholar 

  22. Nikkei Business (2009). Tokusyu syāpu ishin: “Tomareba hissui” no kotowari [Special issue on Sharp restoration: If Sharp stops, it will inevitably fail]. July 6, 30–31. (in Japanese).

    Google Scholar 

  23. Noda, T. (1995). Sharp Corporation: Technology strategy. Harvard Business School Publishing, 9–793–064.

    Google Scholar 

  24. Ocasio, W., Thornton, P. H., & Lounsbury, M. (2017). Advances to the institutional logics perspective. In R. Greenwood, C. Oliver, T. B. Lawrence, & R. E. Meyer (Eds.), The Sage handbook of organizational institutionalism (2nd ed., pp. 509–531). Sage Publications.

    Google Scholar 

  25. Orlikowski, W. J., & Barley, S. R. (2001). Technology and institutions: What can research on information technology and research on organizations learn from each other? MIS Quarterly, 25(2), 145–165.

    Google Scholar 

  26. Philips, N., Lawrence, T. B., & Hardy, C. (2004). Discourse and institutions. Academy of Management Review, 29(4), 635–652.

    Google Scholar 

  27. Pinch, T. (2008). Technology and institutions: Living in a material world. Theory and Society, 37(5), 461–483.

    Google Scholar 

  28. Powell, W. W., & DiMaggio, P. J. (Eds.). (1991). The new institutionalism in organizational analysis. University of Chicago Press.

    Google Scholar 

  29. Scott, W. R., & Meyer, J. W. (1991). The organization of societal sectors: Propositions and early evidence. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 108–140). University of Chicago Press.

    Google Scholar 

  30. Scott, W. R., & Meyer, J. W. (1994). Environmental linkages and organizational complexity: Public and private schools. In W. R. Scott, J. W. Meyer, & Associates (Eds.), Institutional environments and organizations: Structural complexity and individualism (pp. 137–159). Sage Publications.

    Google Scholar 

  31. Scott, W. R., Ruef, M., Mendel, P. J., & Caronna, C. A. (2000). Institutional change and healthcare organizations: From professional domination to managed care. University of Chicago Press.

    Google Scholar 

  32. Sharp Corporation (2012). Sharp 100th anniversary: A century of sincerity and creativity. http://global.sharp/100th/pdf/all.pdf. Accessd January 18, 2022.

  33. Thornton, P. H., & Ocasio, W. (1999). Institutional logics and the historical contingency of power in organizations: Executive succession in the higher education publishing industry, 1958–1990. American Journal of Sociology, 105(3), 801–843.

    Google Scholar 

  34. Urano, M. (2019). Seido to busshitsusei: Kūkan manejimento wo toraeru pāsupekuteibu no tankyū ni mukete [Institutions and materiality: Towards an exploration of space management perspective]. Syōgaku Ronkyū [Journal of Business Administration of Kwansei Gakuin University], 66(3), 401–414. (in Japanese).

    Google Scholar 

  35. Urano, M., Matsushima, N., & Kanai, T. (2011). Institutionalization of the innovation initiative and implementation: ‘KinPro’ for Sharp Corporation. Kobe University Graduate School of Business Administration Discussion Paper Series, 2011–4.

    Google Scholar 

  36. Urano, M., Matsushima, N., & Kanai, T. (2011). “Kinpro” no shakaitekikousei ni setsuzoku sareta chishikiseisan: Shakaikouseishugi saihou [The knowledge production embedded within the social construction of the urgent project in Sharp Co.: Social constructionism revisited]. Nihon Jōhō Keiei Gakkaishi [Journal of Information and Management], 31(3), 66–80 (in Japanese).

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Kwansei Gakuin University, 1-155 Uegahara Ichiban-cho, Nishinomiya, Hyogo, Japan

    Mitsuhiro Urano

  2. Kobe University, 2-1, Rokkodai-cho, Nada-ku, Kobe, Hyogo, Japan

    Noboru Matsushima

Authors
  1. Mitsuhiro Urano
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Noboru Matsushima
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Mitsuhiro Urano .

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Urano, M., Matsushima, N. (2022). The Theoretical Positions of Institutions and Technology in Organizational Institutionalism. In: Materiality in Management Studies. SpringerBriefs in Economics(). Springer, Singapore. https://doi.org/10.1007/978-981-16-8642-9_3

Download citation

Publish with us

Policies and ethics

Search

Navigation