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Bridging Structure-Agency Divide: A Structurational Approach to Institutional Adaptation and Innovation

Chua, Jaime D.
http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568731826882752

Abstract Details

2010, Doctor of Management, Case Western Reserve University, Weatherhead School of Management.
Organizational adaptation and innovation are affected by institutional “rules of the game,” or “rule-following behavior,” or, the mediating relationship between the two. The conceptual, qualitative, and quantitative studies combined the three institutional concepts in an integrated analytical framework. In the conceptual and qualitative study of an international NGO, the central questions are: How do the practices of formal deliberate and emergent strategizing evolve over time through ostensive and performative routines, and how do these routines for strategizing contribute to or hinder organizational adaptation and innovation in strongly institutionalized fields? In the quantitative study of business environment reform in Indonesia, the central question is: Do local government executives or business firms or their complimentarity drive business environment reform? We contend that the traditional focus on agency or social structure as the unit of analysis blurs what goes on inside and between the organizations and blurs a deeper understanding of adaptation and innovation. Hence, in analyzing the international NGO, the unit of analysis was the interactions between top-level management and middle-level management. In the case of business environment reform, the unit of analysis was the interactions between local government leaders and business firms. Overall, the international NGO study suggests that the NGO innovated by proactively rule-shopping in search of more flexible donor routines and rule-interpreting to modify donor rules to its advantage. The business environment reform study reveals that government leadership and informal public-private dialogues facilitated institutional reform while collusion and dissatisfaction with basic services reduced support for reform.
Paul Salipante, Ph.D. (Advisor)
Nicholas Berente, Ph.D. (Advisor)
Sheri J. Perelli, DM (Advisor)
Management
International NGO; strategizing; business environment; institutions; routines; innovation

Recommended Citations

Citations

  • Chua, J. D. (2010). Bridging Structure-Agency Divide: A Structurational Approach to Institutional Adaptation and Innovation [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568731826882752

    APA Style (7th edition)

  • Chua, Jaime. Bridging Structure-Agency Divide: A Structurational Approach to Institutional Adaptation and Innovation. 2010. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568731826882752.

    MLA Style (8th edition)

  • Chua, Jaime. "Bridging Structure-Agency Divide: A Structurational Approach to Institutional Adaptation and Innovation." Doctoral dissertation, Case Western Reserve University, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568731826882752

    Chicago Manual of Style (17th edition)

casedm1568731826882752
181
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