Organizational adaptation to institutional change: A comparative study of first-order change in prospector and defender banks

• 成果类型: Article
• 署名作者: Fox-Wolfgramm, SJ; Boal, KB; Hunt, JG
• 署名单位: California State University System; San Francisco State University; Texas Tech University System; Texas Tech University
• 刊物名称: ADMINISTRATIVE SCIENCE QUARTERLY
• ISSN/ISSBN: 0001-8392
• DOI: 10.2307/2393592
• 发表日期: 1998
• 页码: 87-126
• 关键词: STRATEGIC ISSUE MANAGEMENT; ENVIRONMENTAL JOLTS; performance; diagnosis; IDENTITY; DYNAMICS; antecedents; ARCHETYPES; responses; industry

摘要

Using grounded theory, we examined a defender and a prospector bank's strategic adaptation to the Community Redevelopment Act across seven years during which they were under increasing regulatory pressure to comply. The interplay of institutional, organizational, and strategic issue context patterns led the defender to an aborted adaptation and the prospector to a reorientation. Each demonstrated a different form of resistance to demands for compliance to the act: identity resistance (change inconsistent with organizational identity) and virtuous resistance (change not needed since already part of the bank's identity). We observed both incremental and punctuated equilibrium change modes, though only incremental change was sustained. Institutional isomorphism and organizational performance exerted counterintuitive pressures for initiating and sustaining change. Drawing on our results, we develop propositions on organizations' adaptations to change.