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Department: PhD in Business Management
Module Description: This module introduces the student to the theory and circumstances that enable, drive and inhibit organisational and institutional change. This module highlights that organisational change is a manifestation of the complex relationship between an organisation and its institutional context. The module discusses theories and processes of resistance and change, and how organisations and individuals respond internally to change. During the module, the student will develop a comprehensive understanding of different perspectives in theorising and conceptualising institutional and organisational change, including old and new institutionalism, agency perspectives, institutional logics, as well as theories of change and the management of change. As well as gaining a perspective on the need for organisations to embrace change as a way of gaining competitive advantage and being responsive to the demands of broader institutional context, the student is encouraged to develop ideas and insights, through case studies, into different theoretical perspectives and debates on organizational and institutional change and change management. The student is required to explore general and specific changes by focusing on critical analysis of the relationships between organisations and institutional fields, as well as understand individual and organisational challenges and ambiguities in the processes of change. In addition, students are expected to reflect and develop their own intellectual position on change and managing change.
- Palmer, I., Dunford, R. and Akin, G. (2009). Managing organisational change: a multiple perspectives approach. 2nd ed. New York: McGraw-Hill.
- Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The institutional logics perspective: A new approach to culture, structure, and process. Oxford University Press.
- Schein, E. (2010). Organisational culture and leadership. 4th ed. CA: Jossey-Bass.
Key indicative readings
- Clemens, E. S., & Cook, J. M. (1999). Politics and institutionalism: Explaining durability and change. Annual Review of Sociology, 25(1), pp. 441-466.
- DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), pp. 147-160. Request article
- Dunn, M. B., & Jones, C. (2010). Institutional logics and institutional pluralism: The contestation of care and science logics in medical education, 1967–2005. Administrative Science Quarterly, 55(1), pp. 114-149.
- Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), pp. 25-32.
- Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What passes as a rigorous case study? Strategic Management Journal, 29(13), pp. 1465-1474. Request article
- Greenwood, R., Díaz, A. M., Li, S. X., & Lorente, J. C. (2010). The multiplicity of institutional logics and the heterogeneity of organizational responses. Organization Science, 21(2), pp. 521-539.
- Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011). Institutional complexity and organizational responses. Academy of Management Annals, 5(1), pp. 317-371. Request article
- Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), pp. 340-363. Request article
- Misangyi, V. F., Weaver, G. R., & Elms, H. (2008). Ending corruption: The interplay among institutional logics, resources, and institutional entrepreneurs. Academy of Management Review, 33(3), pp. 750-770.
- Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), pp. 145-179.
- Pache, A. C., & Santos, F. (2013). Inside the hybrid organization: Selective coupling as a response to competing institutional logics. Academy of Management Journal, 56(4), pp. 972-1001.
- Pache, A. C., & Santos, F. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35(3), pp. 455-476.
- Purdy, J. M., & Gray, B. (2009). Conflicting logics, mechanisms of diffusion, and multilevel dynamics in emerging institutional fields. Academy of Management Journal, 52(2), pp. 355-380.
- Reay, T., & Hinings, C. R. (2009). Managing the rivalry of competing institutional logics. Organization Studies, 30(6), pp. 629-652.
- Siggelkow, N. (2007). Persuasion with case studies. Academy of Management Journal, 50(1), pp. 20-24.
- Suddaby, R. (2010). Challenges for institutional theory. Journal of Management Inquiry, 19(1), pp. 14-20.
- Thornton, P. H. (2002). The rise of the corporation in a craft industry: Conflict and conformity in institutional logics. Academy of Management Journal, 45(1), pp. 81-101.
- Thornton, P. H., Jones, C., & Kury, K. (2005). Institutional logics and institutional change in organizations: Transformation in accounting, architecture, and publishing. In Transformation in cultural industries (pp. 125-170). Emerald Group Publishing Limited. Request article
- Thornton, P. H., & Ocasio, W. (2008). Institutional logics. The Sage handbook of organizational institutionalism, 840, pp. 99-128. Request article
- Yin, R. K. (2018). Case study research: design and methods. 6th edn. Sage publications.