Institutional Work & Individual Competence: The role of interactions in creating maintaining and disrupting institutions.
Sabini, Luca and Muzio, Daniel (2012) Institutional Work & Individual Competence: The role of interactions in creating maintaining and disrupting institutions. In: Workshop di Organizzazione Aziendale, 28-29 May 2012, Verona.
This work is a research proposal on microfoundations of neo-institutional theory. This proposal suggests to analyze, through the lens of neo-institutional theory, the role of individual competences in creating, maintaining, and disrupting institutions. Individuals exercise influence on the type of processes and operations that the organization carries on . When these influences enable organizational innovation through the introduction of new practices, the underpinning mechanisms assume importance as premises for organizational design. In this study we propose to analyze a case of successful design and implementation of a service platform in the Italian public sector, supporting the interaction among Public Administrations (PA), Small and Medium Enterprises (SME) and citizens. This platform has been successfully adopted through software re-use projects in more than 140 local PAs in the Toscana Region, resulting in an interesting case-study to understand the influence of individual competence and their interactions in fostering innovation.
 P. J. Di Maggio and W. W. Powell, The new institutionalism in organizational analysis. Chicago: University of Chicago Press, 1991.  W. W. Powell and J. A. Colyvas, “Microfoundations of institutional theory,” in Handbook of organizational institutionalism, R. Greenwood, C. Oliver, K. Sahlin, and R. Suddaby, Eds. London: Sage Publications, Inc, 2008, pp. 276-298.  T. B. Lawrence, R. Suddaby, and B. Leca, Institutional work: actors and agency in institutional studies of organizations. Cambridge university press, 2009, p. 324.  M. D. Cohen, “Individual learning and organizational routine: Emerging connections,” Organization Science, vol. 2, no. 1, pp. 135-139, 1991.  A. Stinchcombe, Information and organizations. University of California Press, 1990.  K. E. Weick and K. Roberts, “Collective mind in organizations: Heedful interrelating on Flight Decks,” Administrative science quarterly, vol. 38, no. 3, pp. 357-381, 1993.  H. Russell, Collective action. Baltimore: Johns Hopkins University Press, 1982, p. 248.  C. R. Hinings and R. Greenwood, The dynamics of strategic change. Oxford: Basin Blackwell, 1988.  J. W. Meyer and B. Rowan, “Institutionalized organizations: Formal structure as myth and ceremony,” American journal of sociology, vol. 83, no. 2, pp. 340-363, 1977.  T. B. Lawrence and R. Suddaby, “Institutions and Institutional Work,” in The handbook of organization studies, S. Clegg, Ed. Sage Publications, Inc, 2006, pp. 215-254.  W. R. Scott, Institutions and organizations. Sage Publications, Inc, 2001.  S. Maguire, C. Hardy, and T. B. Lawrence, “Institutional entrepreneurship in emerging fields: HIV/AIDS treatment advocacy in Canada,” The Academy of Management Journal, pp. 657–679, 2004.  P. Berger and T. Luckman, The Social Construction Of Reality. Garden City, NY: Doubleday & Company Inc, 1967.  J. Battilana and T. D’aunno, “Institutional work and the paradox of embedded agency,” in Institutional work: Actors and agency in institutional studies of organization, T. B. Lawrence, R. Suddaby, and B. Leca, Eds. Cambridge University Press Cambridge,, UK, 2009, pp. 31–58.  D. Teece, “Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance,” Strategic Management Journal, vol. 28, no. 13, pp. 1319–1350, 2007.  A. Lewin, S. Massini, and C. Peeters, “Microfoundations of Internal and External Absorptive Capacity Routines,” Organization Science, vol. 22, no. 1, p. 81.98, 2011.  T. Felin and W. Hesterly, “The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge,” Academy of Management Review, vol. 32, pp. 195-118, 2007.  P. Abell, T. Felin, and N. Foss, “Building micro-foundations for the routines, capabilities, and performance links,” Managerial and Decision Economics, vol. 29, pp. 489-502, 2008.  J. Barney, “Is the resource-based ‘view’ a useful perspective for strategic management research? Yes,” Academy of Management Review, vol. 26, pp. 41-56, 2001.  T. Felin and N. Foss, “Strategic organization: a field in search of micro-foundations,” Strategic Organization, vol. 3, pp. 441-455, 2005.  E. Ellstrom, “The many meanings of occupational competence and qualification,” Journal of European Industrial Training, vol. 21, no. 6/7, pp. 266-273, 1997.  D. Robotham and R. Jubb, “Competences: measuring the unmeasurable,” Management Development Review, vol. 9, no. 5, pp. 25-29, 1996.  C. Woodruffe, “What is meant by a competency?,” Leadership & Organization Development …, vol. 14, no. 1, pp. 29 - 36, 1993.  M. Muffato, “Corporate and Individual Competencies: How do they Match the Innovation Process?,” International Journal of Technology Management, vol. 15, no. 8, pp. 836-853, 1998.  A. Camuffo, “Competenze: la gestione delle risorse umane tra conoscenza individuale e conoscenza organizzativa,” Economia e Management, 1996.  L. Spencer and S. Spencer, Competence at work: Models forsuperior performance. John Wiley& Sons, Inc, 1993, p. 372.  R. Boyatzis, The competent manager: a model for effective performance. New York: Wiley Interscience, 1982.  N. Herrmann, The creative brain. Lake Lure, NC: Brain Books, 1990.  L. Hirschhorn, “Automation and Competency Requirements in Manufacturing: a case study,” in Technology and the Future, P. Adler, Ed. Oxford, USA: Oxford University Press, 1992.  R. Nelson and S. Winter, An evolutionary theory of economic change. Cambridge: Harvard University Press, 1982.  R. Torraco and R. Swanson, “The Strategic Roles of Human Resource Development.,” Human Resource Planning, vol. 18, pp. 10-21, 1995.  R. Herling, “Operational definitions of expertise and competence,” Advances in developing human resources, vol. 2, no. 1, pp. 8-21, 2000.  D. C. McClelland, Assessing human motivation. General Learning Press, 1971.  J. Bessant and R. Howard, “Building bridges for innovation: the role of consultants in technology transfer,” Research Policy, vol. 24, pp. 97-114, 1995.  C. Prahalad and G. Hamel, “The core competence of the corporation,” Harvard Business Review, pp. 79-91, 1990.  Lipparini, Le competenze organizzative. Sviluppo, condivisione, trasferimento. 1998.  C. Barnard, “Thefunctions ofthe executive,” Cambridge, MA: HarvardUniversityPress, 1938.  B. Kogut and U. Zander, “Knowledge of the firm, combinative capabilities, and the replication of technology,” Organization Science, vol. 3, no. 3, 1992.  W. Ouchi, “Markets, bureaucracies, and clans,” Administrative science quarterly, vol. 5, no. 1, pp. 129-141, 1980.  G. McCall, “Interaction,” in Handbook of Symbolic Interactionism, H. T. Reynolds and N. J. Herman-Kinney, Eds. Walnut Creek, CA: AltaMira Press, 2003, pp. 327-348.
|Item Type:||Conference or Workshop Item (Other)|
|Research documents and activity classification:||Conference Items > National Conferences > Uninvited Submissions|
|Divisions:||Department of Business and Management > CeRSI (Information Systems Research Centre)|
|Uncontrolled Keywords:||Institutional Work, individual competence, individual interactions.|
|MIUR Scientific Area:||Area 13 - Economics and Statistics > SECS-P/10 Business Organisation|
|Deposited by:||Luca Sabini|
|Date Deposited:||11 Oct 2012 09:23|
|Last Modified:||21 Apr 2015 23:15|
Downloads per month over past year
Repository Staff Only