Element contents
Series: Elements in Organization Theory
Health Care Research and Organization Theory
Published online by Cambridge University Press: 18 June 2021
Summary
In this Element, we examine how organizational researchers have published articles contributing to organization theory in high quality organizational journals, and we examine how healthcare researchers have drawn on organization theory in healthcare management journals. We have two main aims in writing this Element. The first is to motivate scholars working in the field of general organizational and management studies to increasingly use healthcare settings as an empirical context for their work in theory development. Our second aim is to encourage healthcare researchers to increase their use of organizational theory to advance knowledge about the provision of healthcare services. Our investigations revealed a growing number of organizational studies situated in healthcare. We also found a disappointing level of connection between research published in organization journals and research published in healthcare journals. We provide explanations for this division, and encourage more crossdisciplinary work in the future.
- Type
- Element
- Information
- Series: Elements in Organization TheoryOnline ISBN: 9781009036375Publisher: Cambridge University PressPrint publication: 26 August 2021
References
Abbott, A. (1988). The System of Professions: An Essay on the Division of Expert Labor. Chicago: The University of Chicago Press.Google Scholar
Adler, P. S., & Kwon, S.-W. (2013). The mutation of professionalism as a contested diffusion process: Clinical guidelines as carriers of institutional change in medicine. Journal of Management Studies, 50(5): 930–962.Google Scholar
Alvesson, M., & Blom, M. (2018). Beyond leadership and followership: Working with a variety of modes of organizing. Organizational Dynamics, 48(1): 28–37.Google Scholar
Alvesson, M., & Willmott, H. (2002). Identity regulation as organizational control: Producing the appropriate individual. Journal of Management Studies, 39(5): 619–644.Google Scholar
Alvesson, M., Lee Ashcraft, K., & Thomas, R. (2008). Identity matters: Reflections on the construction of identity scholarship in organization studies. Organization, 15(1): 5–28.CrossRefGoogle Scholar
Ansari, S. M., Fiss, P. C., & Zajac, E. J. (2010). Made to fit: How practices vary as they diffuse. Academy of Management Review, 35(1): 67–92.Google Scholar
Antino, M., Rico, R., & Thatcher, S. M. B. (2019). Structuring reality through the faultlines lens: The effects of structure, fairness, and status conflict on the activated faultlines–performance relationship. Academy of Management Journal, 62(5): 1444–1470.CrossRefGoogle Scholar
Aristidou, A., & Barrett, M. (2018). Coordinating service provision in dynamic service settings: A position-practice relations perspective. Academy of Management Journal, 61(2): 685–714.CrossRefGoogle Scholar
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1): 20–39.Google Scholar
Barrett, M., Oborn, E., Orlikowski, W. J., & Yates, J. (2012). Reconfiguring boundary relations: Robotic innovations in pharmacy work. Organization Science, 23(5): 1448–1466.Google Scholar
Basov, N., & Brennecke, J. (2017). Duality beyond dyads: Multiplex patterning of social ties and cultural meanings. Research in the Sociology of Organizations, 53: 87–112.Google Scholar
Battilana, J. (2011). The enabling role of social position in diverging from the institutional status quo: Evidence from the UK national health service. Organization Science, 22(4): 817–834.Google Scholar
Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2): 381–398.Google Scholar
Beane, M. (2019). Shadow learning: Building robotic surgical skill when approved means fail. Administrative Science Quarterly, 64(1): 87–123.CrossRefGoogle Scholar
Berghout, M. A., Oldenhof, L., Fabbricotti, I. N., & Hilders, C. G. J. M. (2018). Discursively framing physicians as leaders: Institutional work to reconfigure medical professionalism. Social Science & Medicine, 212: 68–75.Google Scholar
Birken, S. A., Powell, B. J., Shea, C. M., Haines, E. R., Alexis Kirk, M., Leeman, J., Rohweder, C., Damschroder, L., & Presseau, J. (2017). Criteria for selecting implementation science theories and frameworks: Results from an international survey. Implementation Science, 12(1): 124.Google Scholar
Borgatti, S. P., & Ofem, B. (2010). Social network theory and analysis. In Daly, A. (Ed.), Social Network Theory and Educational Change (17–29). Cambridge, MA: Harvard Education Press.Google Scholar
Bucher, S. V., Chreim, S., Langley, A., & Reay, T. (2016). Contestation about collaboration: Discursive boundary work among professions. Organization Studies, 37(4): 497–522.Google Scholar
Burrage, M., & Torstendahl, R. (1990). Professions in Theory and History: Rethinking the Study of the Professions. London: Sage.Google Scholar
Burt, R. (1992). Structural Holes: The Social Structure of Competition. Cambridge, MA: Harvard University Press.CrossRefGoogle Scholar
Burt, R. S., Kilduff, M., & Tasselli, S. (2013). Social network analysis: Foundations and frontiers on advantage. Annual Review of Psychology, 64(1): 527–547.Google Scholar
Caldwell, N. D., Roehrich, J. K., & George, G. (2017). Social value creation and relational coordination in public-private collaborations. Journal of Management Studies, 54(6): 906–928.Google Scholar
Cappellaro, G., Tracey, P., & Greenwood, R. (2020). From logic acceptance to logic rejection: The process of destabilization in hybrid organizations. Organization Science, 31(2): 415–438.Google Scholar
Carr-Saunders, A. M., & Wilson, P. A. (1933). The Professions. Oxford: Clarendon Press.Google Scholar
Chown, J. (2020). Financial incentives and professionals’ work tasks: The moderating effects of jurisdictional dominance and prominence. Organization Science, 31(4): 887–908.Google Scholar
Chreim, S., Williams, B. E., & Hinings, C. R. (2007). Interlevel influences on the reconstruction of professional role identity. Academy of Management Journal, 50(6): 1515–1539.CrossRefGoogle Scholar
Chreim, S., Langley, A., Reay, T., Comeau-Vallée, M., & Huq, J.-L. (2020). Constructing and sustaining counter-institutional identities. Academy of Management Journal, 63(3): 935–964.CrossRefGoogle Scholar
Christianson, M. K. (2019). More and less effective updating: The role of trajectory management in making sense again. Administrative Science Quarterly, 64(1): 45–86.Google Scholar
Clark, J. R., Huckman, R. S., & Staats, B. R. (2013). Learning from customers: Individual and organizational effects in outsourced radiological services. Organization Science, 24(5): 1539–1557.Google Scholar
Coleman, J., Katz, E., & Menzel, H. (1957). The diffusion of an innovation among physicians. Sociometry, 20(4): 253–270.CrossRefGoogle Scholar
Compagni, A., Mele, V., & Ravasi, D. (2014). How early implementations influence later adoptions of innovation: Social positioning and skill reproduction in the diffusion of robotic surgery. Academy of Management Journal, 58(1): 242–278.CrossRefGoogle Scholar
Croft, C., Currie, G., & Lockett, A. (2015). The impact of emotionally important social identities on the construction of a managerial leader identity: A challenge for nurses in the English National Health Service. Organization Studies, 36(1): 113–131.Google Scholar
Currie, G., & Spyridonidis, D. (2015). Interpretation of multiple institutional logics on the ground: Actors’ position, their agency and situational constraints in professionalized contexts. Organization Studies, 37(1): 77–97.Google Scholar
Currie, G., & White, L. (2012). Inter-professional barriers and knowledge brokering in an organizational context: The case of healthcare. Organization Studies, 33(10): 1333–1361.Google Scholar
Currie, G., Finn, R., & Martin, G. (2010). Role transition and the interaction of relational and social identity: New nursing roles in the English NHS. Organization Studies, 31(7): 941–961.CrossRefGoogle Scholar
Currie, G., Lockett, A., Finn, R., Martin, G., & Waring, J. (2012). Institutional work to maintain professional power: Recreating the model of medical professionalism. Organization Studies, 33(7): 937–962.Google Scholar
Cuypers, I., Hennart, J.-F. , Silverman, B., & Ertug, G. (2020). Transaction cost theory: Past progress, current challenges, and suggestions for the future. Academy of Management Annals, 15(1). https://doi.org/10.5465/annals.2019.0051.Google Scholar
Czarniawska, B., & Joerges, B. (1995). Winds of organizational change: How ideas translate into objects and actions. Research in the Sociology of Organizations, 13: 171–209.Google Scholar
D’Andreta, D., Marabelli, M., Newell, S., Scarbrough, H., & Swan, J. (2016). Dominant cognitive frames and the innovative power of social networks. Organization Studies, 37(3): 293–321.Google Scholar
Dattée, B., & Barlow, J. (2017). Multilevel organizational adaptation: Scale invariance in the Scottish healthcare system. Organization Science, 28(2): 301–319.Google Scholar
D’Aunno, T. (2020). Lessons from New York City’s response to the coronavirus pandemic. Mecosan, 113: 309–312.CrossRefGoogle Scholar
D’Aunno, T., Sutton, R. I., & Price, R. H. (1991). Isomorphism and external support in conflicting institutional environments: A study of drug abuse treatment units. Academy of Management Journal, 34(3): 636–661.Google Scholar
Davis, G. F., & Cobb, J. A. (2010). Resource dependence theory: Past and future. In Claudia Bird, S. & Frank, D. (Eds.), Stanford’s Organization Theory Renaissance, 1970–2000 (Vol. 28, 21–42). Bingley: Emerald Group Publishing Limited.Google Scholar
de Bree, M., & Stoopendaal, A. (2018). De- and recoupling and public regulation. Organization Studies, 41(5): 599–620.CrossRefGoogle Scholar
de Rond, M., & Lok, J. (2016). Some things can never be unseen: The role of context in psychological injury at war. Academy of Management Journal, 59(6): 1965–1993.Google Scholar
Desai, V. (2014). Learning through the distribution of failures within an organization: Evidence from heart bypass surgery performance. Academy of Management Journal, 58(4): 1032–1050.CrossRefGoogle Scholar
Desai, V. M. (2020). Can busy organizations learn to get better? Distinguishing between the competing effects of constrained capacity on the organizational learning process. Organization Science, 31(1): 67–84.Google Scholar
Dess, G. G., & Beard, D. W. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29(1): 52–73.Google Scholar
DiBenigno, J. (2018). Anchored personalization in managing goal conflict between professional groups: The case of U.S. Army mental health care. Administrative Science Quarterly, 63(3): 526–569.CrossRefGoogle Scholar
DiBenigno, J., & Kellogg, K. C. (2014). Beyond occupational differences: The importance of cross-cutting demographics and dyadic toolkits for collaboration in a U.S. hospital. Administrative Science Quarterly, 59(3): 375–408.Google Scholar
Dierynck, B., Leroy, H., Savage, G. T., & Choi, E. (2016). The role of individual and collective mindfulness in promoting occupational safety in health care. Medical Care Research and Review, 74(1): 79–96.Google Scholar
Dimaggio, P. (1988). Interest and agency in institutional theory. In Zucker, L. (Ed.), Institutional Patterns and Organizations: Culture and Environment (3–21). Pensacola, FL: Ballinger Publishing.Google Scholar
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2): 147–160.Google Scholar
Dupret, K. (2018). Performative silences: Potentiality of organizational change. Organization Studies, 40(5): 681–703.Google Scholar
Durkheim, É. (1957). Professional Ethics and Civic Morals. London: Routledge & Kegan Paul.Google Scholar
Eaneff, S., Obermeyer, Z., & Butte, A. J. (2020). The case for algorithmic stewardship for artificial intelligence and machine learning technologies. Jama, 324(14): 1397–1398.Google Scholar
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2): 350–383.Google Scholar
Emerson, R. M. (1962). Power-dependence relations. American Sociological Review, 27(1): 31–41.CrossRefGoogle Scholar
Fareed, N., & Mick, S. S. (2011). To make or buy patient safety solutions: A resource dependence and transaction cost economics perspective. Health Care Management Review, 36(4): 288–298.CrossRefGoogle ScholarPubMed
Fareed, N., Bazzoli, G. J., Farnsworth Mick, S. S., & Harless, D. W. (2015). The influence of institutional pressures on hospital electronic health record presence. Social Science & Medicine, 133: 28–35.Google Scholar
Ferlie, E., Fitzgerald, L., Wood, M., & Hawkins, C. (2005).The nonspread of innovations: The mediating role of professionals. Academy of Management Journal, 48(1): 117–134.Google Scholar
Feyereisen, S., Brochek, J., & Goodrick, E. (2018). Understanding professional jurisdiction changes in the field of anesthesiology. Medical Care Research and Review, 74: 612–632.Google Scholar
Finn, R., Currie, G., & Martin, G. (2010). Team work in context: Institutional mediation in the public-service professional bureaucracy. Organization Studies, 31(8): 1069–1097.Google Scholar
Freidson, E. (1970). Professional Dominance: The Social Structure of Medical Care. New York: Routledge.Google Scholar
Freidson, E. (2001). Professionalism, the Third Logic: On the Practice of Knowledge. Chicago: University of Chicago Press.Google Scholar
Friedland, R., & Alford, R. R. (1991). Bringing society back in: Symbols, practices, and institutional contradictions. In Powell, W. W. & DiMaggio, P. J. (Eds.), The New Institutionalism in Organizational Analysis (232–263). Chicago: University of Chicago Press.Google Scholar
Galperin, R. V. (2020). Organizational powers: Contested innovation and loss of professional jurisdiction in the case of retail medicine. Organization Science, 31(2): 508–534.Google Scholar
Gardner, J. W., Boyer, K. K., & Ward, P. T. (2017). Achieving time-sensitive organizational performance through mindful use of technologies and routines. Organization Science, 28(6): 1061–1079.Google Scholar
Gieryn, T. F. (1983). Boundary-work and the demarcation of science from non-science: Strains and interests in professional ideologies of scientists. American Sociological Review, 48(6): 781–795.Google Scholar
Gieryn, T. F. (1999). Cultural Boundaries of Science: Credibility on the Line. Chicago: University of Chicago Press.Google Scholar
Gittell, J. H. (2002a). Coordinating mechanisms in care provider groups: Relational coordination as a mediator and input uncertainty as a moderator of performance effects. Management Science, 48(11): 1408–1426.Google Scholar
Gittell, J. H. (2002b). Relationships between service providers and their impact on customers. Journal of Service Research, 4(4): 299–311.Google Scholar
Goodrick, E., & Reay, T. (2010). Florence Nightingale endures: Legitimizing a new professional role identity. Journal of Management Studies, 47(1): 55–84.Google Scholar
Goodrick, E., & Reay, T. (2011). Constellations of institutional logics: Changes in the professional work of pharmacists. Work and Occupations, 38(3): 372–416.Google Scholar
Goodrick, E., & Reay, T. (2016). An institutional perspective on accountable care organizations. Medical Care Research and Review, 73(6): 685–693.Google Scholar
Goodrick, E., Jarvis, L. C., & Reay, T. (2020). Preserving a professional institution: Emotion in discursive institutional work. Journal of Management Studies, 57(4): 735–774.Google Scholar
Gray, C. S., Berta, W., Deber, R., & Lum, J. (2017). Organizational responses to accountability requirements: Do we get what we expect? Health Care Management Review, 42(1): 65–75.CrossRefGoogle ScholarPubMed
Greenwood, B. N., Agarwal, R., Agarwal, R., & Gopal, A. (2019). The role of individual and organizational expertise in the adoption of new practices. Organization Science, 30(1): 191–213.Google Scholar
Greenwood, R., Oliver, C., Lawrence, T. B., & Meyer, R. E. (2017). The Sage Handbook of Organizational Institutionalism (2nd ed.). London and Thousand Oaks, CA: Sage.Google Scholar
Greenwood, R., Oliver, C., Suddaby, R., & Sahlin-Andersson, K. (2008). The Sage Handbook of Organizational Institutionalism (1st ed.). London and Thousand Oaks, CA: Sage.Google Scholar
Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011). Institutional complexity and organizational responses. Academy of Management Annals, 5(1): 317–371.CrossRefGoogle Scholar
Gupta, B., & Khanna, T. (2019). A recombination-based internationalization model: Evidence from Narayana health’s journey from India to the Cayman Islands. Organization Science, 30(2): 405–425.Google Scholar
Halevy, N., Halali, E., & Zlatev, J. J. (2019). Brokerage and brokering: An integrative review and organizing framework for third party influence. Academy of Management Annals, 13(1): 215–239.Google Scholar
Heaphy, E. D. (2017). “Dancing on hot coals”: How emotion work facilitates collective sensemaking. Academy of Management Journal, 60(2): 642–670.Google Scholar
Heinze, K. L., & Weber, K. (2016). Toward organizational pluralism: Institutional intrapreneurship in integrative medicine. Organization Science, 27(1): 157–172.Google Scholar
Herepath, A., & Kitchener, M. (2016). When small bandages fail: The field-level repair of severe and protracted institutional breaches. Organization Studies, 37(8): 1113–1139.CrossRefGoogle Scholar
Hesse, J., Krishnan, R., & Moers, F. (2016). Selective regulator decoupling and organizations’ strategic responses. Academy of Management Journal, 59(6): 2178–2204.Google Scholar
Heugens, P. P. M. A. R., & Lander, M. W. (2009). Structure! Agency! (and other quarrels): A meta-analysis of institutional theories of organization. Academy of Management Journal, 52(1): 61–85.Google Scholar
Hsieh, H.-M., Clement, D. G., & Bazzoli, G. J. (2010). Impacts of market and organizational characteristics on hospital efficiency and uncompensated care. Health Care Management Review, 35(1): 77–87.Google Scholar
Huber, T. P., Rodriguez, H. P., & Shortell, S. M. (2020). The influence of leadership facilitation on relational coordination among primary care team members of accountable care organizations. Health Care Management Review, 45 (4): 302–310.Google Scholar
Jay, J. (2013). Navigating paradox as a mechanism of change and innovation in hybrid organizations. Academy of Management Journal, 56(1): 137–159.Google Scholar
Jung, O. S., Blasco, A., & Lakhani, K. R. (2020). Innovation contest: Effect of perceived support for learning on participation. Health Care Management Review, 45(3): 255–266.Google Scholar
Kellogg, Katherine C. (2009). Operating room: Relational spaces and microinstitutional change in surgery. American Journal of Sociology, 115(3): 657–711.Google Scholar
Kellogg, K. C. (2011). Hot lights and cold steel: Cultural and political toolkits for practice change in surgery. Organization Science, 22(2): 482–502.Google Scholar
Kellogg, K. C. (2012). Making the cut: Using status-based countertactics to block social movement implementation and microinstitutional change in surgery. Organization Science, 23(6): 1546–1570.Google Scholar
Kellogg, K. C. (2018). Subordinate activation tactics: Semi-professionals and micro-level institutional change in professional organizations. Administrative Science Quarterly, 64(4): 928–975.Google Scholar
Kennedy, M. T., & Fiss, P. C. (2009). Institutionalization, framing, and diffusion: The logic of TQM adoption and implementation decisions among U.S. hospitals. Academy of Management Journal, 52(5): 897–918.Google Scholar
Kern, A., Laguecir, A., & Leca, B. (2017). Behind smoke and mirrors: A political approach to decoupling. Organization Studies, 39(4): 543–564.Google Scholar
King, E. B., Dawson, J. F., West, M. A., Gilrane, V. L., Peddie, C. I., & Bastin, L. (2011). Why organizational and community diversity matter: Representativeness and the emergence of incivility and organizational performance. Academy of Management Journal, 54(6): 1103–1118.Google Scholar
Kislov, R., Hyde, P., & McDonald, R. (2017). New game, old rules? Mechanisms and consequences of legitimation in boundary spanning activities. Organization Studies, 38(10): 1421–1444.Google Scholar
Kraatz, M. S. (2020). Boundaries, bridges and brands: A comment on Alvesson, Hallett, and Spicer’s “uninhibited institutionalisms.” Journal of Management Inquiry, 29(3): 254–261.Google Scholar
Kraatz, M. S., & Block, E. S. (2008). Organizational implications of institutional pluralism. In R. Greenwood, C. Oliver, R. Suddaby, & K. Sahlin (Eds.), The Sage Handbook of Organizational Institutionalism (243–275). London: Sage.Google Scholar
Kyratsis, Y., Atun, R., Phillips, N., Tracey, P., & George, G. (2017). Health systems in transition: Professional identity work in the context of shifting institutional logics. Academy of Management Journal, 60(2): 610–641.Google Scholar
Larson, M. S. (1977). The Rise of Professionalism: A Sociological Analysis. Berkeley, CA: University of California Press.Google Scholar
Lawrence, T. B. (2017). High-stakes institutional translation: Establishing North America’s first government-sanctioned supervised injection site. Academy of Management Journal, 60(5): 1771–1800.Google Scholar
Lawrence, T. B., & Suddaby, R. (2006). Institutions and institutional work. In Clegg, S. R., Hardy, C., Lawrence, T. B., & Nord, W. R. (Eds.), The Sage Handbook of Organization Studies (215–254). London: Sage.Google Scholar
Lawrence, T. B., Suddaby, R., & Leca, B. (2009). Introduction: Theorizing and studying institutional work. In Institutional Work: Actors and Agency in Institutional Studies of Organizations (1–28). Cambridge: Cambridge University Press.Google Scholar
Lockett, A., Currie, G., Finn, R., Martin, G., & Waring, J. (2013). The influence of social position on sensemaking about organizational change. Academy of Management Journal, 57(4): 1102–1129.Google Scholar
Macfarlane, F., Barton-Sweeney, C., Woodard, F., & Greenhalgh, T. (2013). Achieving and sustaining profound institutional change in healthcare: Case study using neo-institutional theory. Social Science & Medicine, 80: 10–18.Google Scholar
Maltarich, M. A., Nyberg, A. J., Reilly, G., Abdulsalam, D. D., & Martin, M. (2017). Pay-for-performance, sometimes: An interdisciplinary approach to integrating economic rationality with psychological emotion to predict individual performance. Academy of Management Journal, 60(6): 2155–2174.CrossRefGoogle Scholar
Martin, G., Currie, G., Weaver, S., Finn, R., & McDonald, R. (2016). Institutional complexity and individual responses: Delineating the boundaries of partial autonomy. Organization Studies, 38(1): 103–127.Google Scholar
McCann, L., Granter, E., Hyde, P., & Hassard, J. (2013). Still blue-collar after all these years? An ethnography of the professionalization of emergency ambulance work. Journal of Management Studies, 50(5): 750–776.Google Scholar
McGivern, G., Dopson, S., Ferlie, E., Fischer, M., Fitzgerald, L., Ledger, J., & Bennett, C. (2017). The silent politics of temporal work: A case study of a management consultancy project to redesign public health care. Organization Studies, 39(8): 1007–1030.Google Scholar
Menachemi, N., & Collum, T. H. (2011). Benefits and drawbacks of electronic health record systems. Risk Management and Healthcare Policy, 4: 47–55.Google Scholar
Menachemi, N., Mazurenko, O., Kazley, A. S., Diana, M. L., & Ford, E. W. (2012). Market factors and electronic medical record adoption in medical practices. Health Care Manage Rev, 37(1): 14–22.Google Scholar
Meyer, J. W. (1985). Institutional and organizational rationalization in the mental health system. American Behavioral Scientist, 28(5): 587–600.Google Scholar
Meyer, J. W., & Rowan, B. (1978). The Structure of Educational Organizations. San Francisco, CA: Jossey-Bass.Google Scholar
Mick, S. S. F., & Shay, P. D. (2016). Accountable care organizations and transaction cost economics. Medical Care Research and Review, 73(6): 649–659.Google Scholar
Muzio, D., Aulakh, S., & Kirkpatrick, I. (2019). Professional Occupations and Organizations. Cambridge: Cambridge University Press.Google Scholar
Muzio, D., Brock, D. M., & Suddaby, R. (2013). Professions and institutional change: Towards an institutionalist sociology of the professions. Journal of Management Studies, 50(5): 699–721.Google Scholar
Myers, C. G. (2020). Vicarious learning in the time of coronavirus. Behavioral Science & Policy, 5(2). https://issuu.com/behavioralsciencepolicyassociation/docs/bsp.Google Scholar
Nancarrow, S. A., & Borthwick, A. M. (2005). Dynamic professional boundaries in the healthcare workforce. Sociology of Health & Illness, 27(7): 897–919.Google Scholar
Nembhard, I. M., & Tucker, A. L. (2011). Deliberate learning to improve performance in dynamic service settings: Evidence from hospital intensive care units. Organization Science, 22(4): 907–922.Google Scholar
Nguyen, A. M., Cuthel, A., Padgett, D. K., Niles, P., Rogers, E., Pham-Singer, H., … Shelley, D. (2020). How practice facilitation strategies differ by practice context. Journal of General Internal Medicine, 35(3): 824–831.Google Scholar
Nigam, A., & Dokko, G. (2019). Career resourcing and the process of professional emergence. Academy of Management Journal, 62(4): 1052–1084.Google Scholar
Nigam, A., & Ocasio, W. (2010). Event attention, environmental sensemaking, and change in institutional logics: An inductive analysis of the effects of public attention to Clinton’s health care reform initiative. Organization Science, 21(4): 823–841.Google Scholar
Nigam, A., Huising, R., & Golden, B. (2016). Explaining the selection of routines for change during organizational search. Administrative Science Quarterly, 61(4): 551–583.Google Scholar
Nilsen, P., & Birken, S. A. (2020). Handbook on Implementation Science. Cheltenham: Edward Elgar Publishing.Google Scholar
Ocasio, W., & Gai, S. L. (2020). Institutions: Everywhere but not everything. Journal of Management Inquiry, 29(3): 262–271.Google Scholar
Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1): 145–179.Google Scholar
Pahnke, E. C., Katila, R., & Eisenhardt, K. M. (2015). Who takes you to the dance? How partners’ institutional logics influence innovation in young firms. Administrative Science Quarterly, 60(4): 596–633.CrossRefGoogle Scholar
Pfeffer, J., & Salancik, G. R. (1978). The External Control of Organizations: A Resource Dependence Perspective. New York: Harper & Row.Google Scholar
Pine, K. H., & Mazmanian, M. (2016). Artful and contorted coordinating: The ramifications of imposing formal logics of task jurisdiction on situated practice. Academy of Management Journal, 60(2): 720–742.Google Scholar
Polidoro, F., & Theeke, M. (2012). Getting competition down to a science: The effects of technological competition on firms’ scientific publications. Organization Science, 23(4): 1135–1153.Google Scholar
Post, B., Buchmueller, T., & Ryan, A. M. (2017). Vertical integration of hospitals and physicians: Economic theory and empirical evidence on spending and quality. Medical Care Research and Review, 75(4): 399–433.Google Scholar
Pratt, M. G., Rockmann, K. W., & Kaufmann, J. B. (2006). Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents. Academy of Management Journal, 49(2): 235–262.Google Scholar
Quartz-Topp, J., Sanne, J. M., & Pöstges, H. (2018). Hybrid practices as a means to implement quality improvement: A comparative qualitative study in a Dutch and Swedish hospital. Health Care Management Review, 43(2): 148–156.Google Scholar
Raman, R., & Bharadwaj, A. (2012). Power differentials and performative deviation paths in practice transfer: The case of evidence-based medicine. Organization Science, 23(6): 1593–1621.Google Scholar
Reay, T., & Hinings, C. R. (2005). The recomposition of an organizational field: Health care in Alberta. Organization Studies, 26(3): 351–384.Google Scholar
Reay, T., & Hinings, C. R. (2009). Managing the rivalry of competing institutional logics. Organization Studies, 30(6): 629–652.CrossRefGoogle Scholar
Reay, T., Golden-Biddle, K., & Germann, K. (2006). Legitimizing a new role: Small wins and microprocesses of change. Academy of Management Journal, 49(5): 977–998.Google Scholar
Reay, T., Goodrick, E., & Hinings, B. (2016). Institutionalization and professionalization. In Ferlie, E., Montgomery, K., & Pedersen, A. R. (Eds.), The Oxford Handbook of Health Care Management (25–44). Oxford: Oxford University Press.Google Scholar
Reay, T., Goodrick, E., Waldorff, S. B., & Casebeer, A. (2017). Getting leopards to change their spots: Co-creating a new professional role identity. Academy of Management Journal, 60(3): 1043–1070.Google Scholar
Reay, T., Chreim, S., Golden-Biddle, K., Goodrick, E., Williams, B. E., Casebeer, A., Pablo, A., & Hinings, C. R. (2013). Transforming new ideas into practice: An activity based perspective on the institutionalization of practices. Journal of Management Studies, 50(6): 963–990.Google Scholar
Rovik, K. A. (2011). From fashion to virus: An alternative theory of organizations’ handling of management ideas. Organization Studies, 32(5): 631–654.Google Scholar
Schwalbe, M. L., & Mason-Schrock, D. (1996). Identity work as group process. Advances in Group Processes, 13 (113): 47.Google Scholar
Scott, W. R. (2008). Lords of the dance: Professionals as institutional agents. Organization Studies, 29(2): 219–238.Google Scholar
Scott, W. R. (2014). Institutions and Organizations: Ideas, Interests and Identities (4th ed.). Los Angeles, CA: SAGE Publications.Google Scholar
Scott, W. R., & Black, B. L. (1985). Introduction: Organization theory and mental health systems. American Behavioral Scientist, 28(5): 583–586.CrossRefGoogle Scholar
Scott, W. R., Ruef, M., Mendel, P. J., & Caronna, C. A. (2000). Institutional Change and Healthcare Organizations: From Professional Dominance to Managed Care. Chicago: University of Chicago Press.Google Scholar
Selznick, P. (1949). TVA and the Grass Roots: A Study in the Sociology of Formal Organization. Berkeley, CA: University of California Press.Google Scholar
Singh, J., & Jayanti, R. K. (2013). When institutional work backfires: Organizational control of professional work in the pharmaceutical industry. Journal of Management Studies, 50(5): 900–929.Google Scholar
Smets, M., Aristidou, A., & Whittington, R. (2017). Towards a practice-driven institutionalism. In Greenwood, R., Oliver, C., Lawrence, T. B., & Meyer, R. E. (Eds.), The SAGE Handbook of Organizational Institutionalism (2nd ed.) (365–391). London: Sage.Google Scholar
Stryker, S. (2007). Identity theory and personality theory: Mutual relevance. Journal of Personality, 75(6): 1083–1102.Google Scholar
Stryker, S., & Serpe, R. T. (1982). Commitment, identity salience, and role behavior: Theory and research example. In Ickes, W. & Knowles, E. S. (Eds.), Personality, Roles, and Social Behavior (199–218). New York: Springer.Google Scholar
Tajfel, H., & Turner, J. (1985). The social identity theory of intergroup behavior. In Worchel, S. and Austin, W. G. (Eds.), Psychology of Intergroup Relations (2nd ed.) (7–24). Chicago: Nelson-Hall.Google Scholar
Tasselli, S. (2015). Social networks and inter-professional knowledge transfer: The case of healthcare professionals. Organization Studies, 36(7): 841–872.Google Scholar
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
Tucker, A. L., Singer, S. J., Hayes, J. E., & Falwell, A. (2008). Front-line staff perspectives on opportunities for improving the safety and efficiency of hospital work systems. Health Services Research, 43(5 p. 2): 1807–1829.Google Scholar
Vakili, K., & McGahan, A. M. (2016). Health care’s grand challenge: Stimulating basic science on diseases that primarily afflict the poor. Academy of Management Journal, 59(6): 1917–1939.Google Scholar
Valente, T. W., & Pitts, S. R. (2017). An appraisal of social network theory and analysis as applied to public health: Challenges and opportunities. Annual Review of Public Health, 38(1): 103–118.Google Scholar
Van Grinsven, M., Sturdy, A., & Heusinkveld, S. (2020). Identities in translation: Management concepts as means and outcomes of identity work. Organization Studies, 41(6): 873–897.Google Scholar
Van Offenbeek, M., Sorge, A., & Knip, M. (2009). Enacting fit in work organization and occupational structure design: The case of intermediary occupations in a Dutch hospital. Organization Studies, 30(10): 1083–1114.Google Scholar
Villani, E., Greco, L., & Phillips, N. (2017). Understanding value creation in public-private partnerships: A comparative case study. Journal of Management Studies, 54(6): 876–905.Google Scholar
Visser, L. M., Bleijenbergh, I. L., Benschop, Y. W. M., & van Riel, A. C. R. (2018). Prying eyes: A dramaturgical approach to professional surveillance. Journal of Management Studies, 55(4): 703–727.Google Scholar
Vogus, T. J., & Sutcliffe, K. M. (2012). Organizational mindfulness and mindful organizing: A reconciliation and path forward. Academy of Management Learning & Education, 11(4): 722–735.Google Scholar
Wang, M. S., Raynard, M., & Greenwood, R. (2020). From grace to violence: Stigmatizing the medical profession in China. Academy of Management Journal. https://doi.org/10.5465/amj.2018.0715.Google Scholar
Westphal, J. D., Gulati, R., & Shortell, S. M. (1997). Customization or conformity? An institutional and network perspective on the content and consequences of TQM adoption. Administrative Science Quarterly, 42(2): 366–394.Google Scholar
Wiedner, R., & Mantere, S. (2019). Cutting the cord: Mutual respect, organizational autonomy, and independence in organizational separation processes. Administrative Science Quarterly, 64(3): 659–693.Google Scholar
Wilhelm, H., Bullinger, B., & Chromik, J. (2020). White coats at the coalface: The standardizing work of professionals at the frontline. Organization Studies, 41(8): 1169–1200.Google Scholar
Wilkesmann, U., Wilkesmann, M., & Virgillito, A. (2009). The absence of cooperation is not necessarily defection: Structural and motivational constraints of knowledge transfer in a social dilemma situation. Organization Studies, 30(10): 1141–1164.Google Scholar
Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust implications – A study in the economics of internal organization. University of Illinois at Urbana-Champaign’s Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship. https://ssrn.com/abstract=1496220.Google Scholar
Williamson, O. E. (1985). Reflections on the new institutional economics. Zeitschrift für die gesamte Staatswissenschaft / Journal of Institutional and Theoretical Economics, 141(1): 187–195.Google Scholar
Wright, A. L., Zammuto, R. F., & Liesch, P. W. (2017). Maintaining the values of a profession: Institutional work and moral emotions in the emergency department. Academy of Management Journal, 60(1): 200–237.CrossRefGoogle Scholar
Yeager, V. A., Zhang, Y., & Diana, M. L. (2015). Analyzing determinants of hospitals’ accountable care organizations participation: A resource dependency theory perspective. Medical Care Research and Review, 72(6): 687–706.Google Scholar
Yeager, V. A., Menachemi, N., Savage, G. T., Ginter, P. M., Sen, B. P., & Beitsch, L. M. (2014). Using resource dependency theory to measure the environment in health care organizational studies: A systematic review of the literature. Health Care Management Review, 39(1): 50–65.Google Scholar
Zietsma, C., Toubiana, M., Voronov, M., & Roberts, A. (2019). Emotions in Organization Theory. Cambridge: Cambridge University Press.Google Scholar
Zinn, J. S., Mor, V., Intrator, O., Feng, Z., Angelelli, J., & Davis, J. A. (2003). The impact of the prospective payment system for skilled nursing facilities on therapy service provision: A transaction cost approach. Health Services Research, 38(6 Pt 1): 1467–1485.Google Scholar
- 13
- Cited by