from practice to field
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Michael Smets, Tim Morris, Royston Greenwood
Academy of Management Journal
(AMJ best Article winner, 2012)
Scheme of Presentation
• Mian Mustafa ShahIntroduction
• Shams UddinMethodology
• Nighat SaifCase Study
• Muhammad TaimurModel of Practice driven Institutional Change
• SafiaSummary
Introduction
Institutional change
Field driven change
Practice driven change
Existing Institutional Change Theories
Exogenous Approach
Endogenous Approach
Intra-Organizational
theory
• values
• Technological Changes
• Field level contradictions
• Political struggle
• Organizational Interests
• Values
Rationale for this Study
Present macro-level of analysis
“ Front line individuals as field level change originators” (Reay et al., 2006)
Absence of practice driven change model
Theme A practice Driven Institutional Change
Origin Mechanism Adaptation
Critique of Existing Theories
Methodology
Observations InterviewsArchival Materials
Research Design
• An embedded case study of Justitia
Data Collection
Data Analysis
Level 1
• Data Grouping• (a)As an Organization (b)Institutional context (c)Work
Level 2
• Cross Referencing• (a)Existing Practices (b) External Practices
Level 3
• Theme Development• Connecting the concepts
The Case study
Justitia• An Overview: History & Core business
Professional Logics
• English logics
• German logics
Practice Elements England Germany
Dominant Professional Logic
Client-Services logic Fiduciary logic
Role Identity Business-Oriented Technical Specialists
Key Referent audience Clients and Financial markets
Judiciary
Approach to legal problems
Pragmatic Forensic
Approach to drafting Comprehensive documenting
Selective Signposting
Hybridization
Practice Elements Anglo-German Hybrid
Dominant Professional logic Client-service oriented
Role Identity Business-oriented legal advisor
Key referent audience Clients and financial markets
Approach to legal problems Analytical informed improvising
Approach to drafting Customized blending
• England vs GermanyClash of the
logics
• Anglo-German logic Hybridization
• Prioritizing the key referentsPractice
Consolidations
• Acceptance by the field actors and regulatorsPractice to field
Radiations
Precipitating Dynamics (causes for change)
• British vs German
Novel Institutional Complexity
• Short decision time and meeting deadlines
Urgency
• Reputational risk and Financial risk
Consequences
Core Mechanisms
• localized attempts to cope with novel complexities and accomplish specific tasks
• Distributed, non strategic & experimental
1. Situated Improvising
• narrowing down the network
• who matters and whose logic should be apply?
2. Normative Networks Re-orientation
• Radiation of change from practice to the field
• Commonly through active participation, professional interaction, executive migration and media.
• But here it is quiet, unobserved and non visible
3. Unobtrusive Embedding
Enabling Dynamics
• collectivizing and formalizing disturbed improvisations into policies
• Building trust and efficient practices
• Vertical Organizational co-ordination
• Horizontal Organizational co-ordination
1. Organizational Co-ordination
2. Institutional distancing
• shielding workers from field level audience monitoring
• Detachment from existing norms and practices
• Clustering, teams with no prior attachmentsCosmopolitanism
• Internal sources
• External sourcesPositive feedback
• Assuring safety and fairness
• Breaking boundaries b/w firm and professionStructural Assurance
The Multi-Level Model
SummaryPractice-driven change is different in terms of initial locus, mechanism and its unfolding
Collision of logics calls for urgent tackling to prevent the harsh consequences
The practice-driven change is unfolded through situated improvising, normative network reorientation
This change radiates to the field through obtrusive embedding
This process is amplified by Organizational Co-ordination and Institutional distancing
Future InsightsInvestigate for other Organizations, different sectors and professions
Investigate practice-driven change under strong regulators
Check for more centralized and hierarchal organization
Future Insights
Thank You!!
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