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Journal articles on the topic 'Institutional complexity'

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Published: 4 June 2021
Last updated: 7 July 2024

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1

Ahmadjian, Christina L. "Comparative Institutional Analysis and Institutional Complexity." Journal of Management Studies 53, no. 1 (December 22, 2015): 12–27. http://dx.doi.org/10.1111/joms.12178.

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Papin, Marielle. "Institutional complexity is complexity with an adjective." Complexity, Governance & Networks 6, no. 1 (February 15, 2021): 82. http://dx.doi.org/10.20377/cgn-101.

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A review of the studies on institutional complexity reveals that the many definitions of institutional complexity and related concepts share similarities with the understanding of complexity and complex systems of complexity science. Yet few publications on institutional complexity engage explicitly with complexity science. Most observers still confuse complicated and complex systems, for instance. Furthermore, the variety of definitions may create disarray regarding what institutional complexity and its related concepts are and what they imply. Highlighting the similarities between institutional complexity and complexity science in global governance, this think piece offers a conceptual and operational definition of institutional complexity using a complexity science lens. It highlights the attributes and properties of institutional complexity. It also presents the benefits of such an approach. Besides offering advantages in terms of concept clarification, this approach aims to engage theoretically, epistemologically, and methodologically with the complexity of global governance, as well as propose a way to answer remaining questions on this crucial topic.
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Remneland Wikhamn, Björn. "Dealing with institutional complexity." Academy of Management Proceedings 2016, no. 1 (January 2016): 11847. http://dx.doi.org/10.5465/ambpp.2016.11847abstract.

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Greenwood, Royston. "Organizations And Institutional Complexity." Academy of Management Proceedings 2014, no. 1 (January 2014): 11941. http://dx.doi.org/10.5465/ambpp.2014.11941symposium.

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Bunduchi, Raluca, Aizhan Tursunbayeva, and Claudia Pagliari. "Coping with institutional complexity." Information Technology & People 33, no. 1 (May 30, 2019): 311–39. http://dx.doi.org/10.1108/itp-08-2018-0373.

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Purpose Digital transformation projects are complex, lengthy and difficult to implement, often failing to meet their objectives. Previous research has attributed this failure to competing institutional logics influencing actors’ coping responses, and differences in actors’ interpretations of the project’s goals, technology and processes - their “organising vision”. The purpose of this paper is to analyse a complex technology implementation project from an institutional perspective, to further elucidate the role of multiple logics and organising vision. Design/methodology/approach A qualitative single study approach was used to investigate a public-sector technology project aimed at delivering a unified Human resource information system (HRIS) across regional health organisations in one country. Findings Four logics characterised the project (public sector, professional, corporate and market), but their relative dominance shifted as the project transitioned through stages, from comprehension to implementation. These shifts exposed tensions between components of actors’ organising vision, which influenced their coping behaviours in response to unexpected changes in the project’s strategic ambitions and technological scope. Coherence of vision, both within groups of actors and between them, was a key mediator of coping responses and project outcomes. Originality/value This analysis demonstrates the role of actors’ organising vision in bridging institutional logics and coping responses to shape digital transformation projects. It highlights the need to account not only for diverse institutional logics, but also for their changing influence as projects unfold and actors’ attention is directed onto different aspects of the organising vision. From a management perspective, it illustrates the importance of clear and consistent communication, to avoid entrenching conflicting interpretations.
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Frandsen, Finn, Winni Johansen, and Heidi Houlberg Salomonsen. "Responding to institutional complexity:." Scandinavian Journal of Public Administration 20, no. 2 (June 15, 2016): 7–38. http://dx.doi.org/10.58235/sjpa.v20i2.14953.

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This article investigates how and provides tentative explanations of why reputation and crisis management—defined as two different yet not incompatible sets of ideas stemming from the same institutional logic—have been institutionalized in the public sector in Denmark. More specifically, we examine whether reputation and crisis management become integrated (coupling) or not (decoupling) as disciplines after having being introduced to the individual organizations. The empirical context is the organizational field of Danish municipalities. Based on both quantitative and qualitative data, including, an elite survey conducted among administrative actors from the municipalities and communication plans, the analysis found that although reputation and crisis management per se are widely disseminated within the field, they are neither entirely institutionalized nor strongly coupled.
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Rosser, J. Barkley, and Marina V. Rosser. "Complexity and institutional evolution." Evolutionary and Institutional Economics Review 14, no. 2 (November 9, 2016): 415–30. http://dx.doi.org/10.1007/s40844-016-0060-3.

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Smets, Michael, and Paula Jarzabkowski. "Reconstructing institutional complexity in practice: A relational model of institutional work and complexity." Human Relations 66, no. 10 (March 19, 2013): 1279–309. http://dx.doi.org/10.1177/0018726712471407.

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Frolov, Daniil. "Blockchain and institutional complexity: an extended institutional approach." Journal of Institutional Economics 17, no. 1 (June 16, 2020): 21–36. http://dx.doi.org/10.1017/s1744137420000272.

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AbstractFrom a modern institutional economics viewpoint, blockchain is an institutional technology that minimizes transaction costs and greatly reduces intermediation. Through an analysis of blockchain, I demonstrate the possibilities of extended institutional approach – a new generation of complexity-focused methodologies and theories of institutional analysis that complement and expand the standard institutional paradigm. By using the theory of transaction value, I argue blockchain technologies not only will lead to a significant reduction in transaction costs but will also reorient intermediaries toward improving the quality of transactions and expanding the offer of additional transaction services. The theory of institutional assemblages indicates it is impossible to form a homogeneous system of blockchain-based institutions associated exclusively with the principles of decentralization, transparency, and openness. Blockchain-based institutions will be of a hybrid and conflicting nature, combining elements of opposing institutional logics – regulatory and algorithmic law, Ricardian and smart contracts, private and public systems, and uncontrollability and arbitration.
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Greenwood, Royston, Mia Raynard, Farah Kodeih, Evelyn R. Micelotta, and Michael Lounsbury. "Institutional Complexity and Organizational Responses." Academy of Management Annals 5, no. 1 (June 2011): 317–71. http://dx.doi.org/10.5465/19416520.2011.590299.

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Greenwood, Royston, Mia Raynard, Farah Kodeih, Evelyn R. Micelotta, and Michael Lounsbury. "Institutional Complexity and Organizational Responses." Academy of Management Annals 5, no. 1 (June 2011): 317–71. http://dx.doi.org/10.1080/19416520.2011.590299.

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Rawlings, Craig M., and Michael D. Bourgeois. "The complexity of institutional niches:." Poetics 32, no. 6 (December 2004): 411–46. http://dx.doi.org/10.1016/j.poetic.2004.09.002.

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A.M. Vermeulen, Patrick, Charlene Zietsma, Royston Greenwood, and Ann Langley. "Strategic responses to institutional complexity." Strategic Organization 14, no. 4 (November 2016): 277–86. http://dx.doi.org/10.1177/1476127016675997.

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Pruijssers, Jorien Louise, and Hans Van Oosterhout. "How Strategic Responses to Institutional Complexity Undercut Institutional Microfoundations." Academy of Management Proceedings 2015, no. 1 (January 2015): 11960. http://dx.doi.org/10.5465/ambpp.2015.11960abstract.

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Raynard, Mia. "Deconstructing complexity: Configurations of institutional complexity and structural hybridity." Strategic Organization 14, no. 4 (July 31, 2016): 310–35. http://dx.doi.org/10.1177/1476127016634639.

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16

Tambovtsev, Vitaly. "Institutional Complexity: Is It a New Direction for Institutional Research?" Issues of Economic Theory 19, no. 2 (May 29, 2023): 22–34. http://dx.doi.org/10.52342/2587-7666vte_2023_2_22_34.

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Recently, the concept of complexity and complex systems has become quite widespread in various areas of the social sciences, including economics. This turn towards complexity also affected the study of institutions. The article is devoted to the analysis of the current directions of the complexity concept application in institutional studies in terms of the results obtained in them. Particular attention is paid to the concept of "institutional complexity", which has become widespread within the framework of organizational institutionalism. It is shown that this concept does not reflect any new, previously unexplored phenomenon, but denotes a special case of a situation of choosing from several alternatives, some of which are following different institutions. The reasons for the widespread use of this concept, due to modern features of competition in science, are analyzed.
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Silva, Fernanda, and João Marcelo Crubellate. "Institutional complexity: a bibliometric on recent publication in institutional theor." Revista Eletrônica de Ciência Administrativa 15, no. 2 (August 30, 2016): 116–32. http://dx.doi.org/10.21529/recadm.2016009.

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18

Ahmadsimab, Alireza, and Naeem Ashraf. "institutional complexity in Firm-NPO partnerships." Academy of Management Proceedings 2016, no. 1 (January 2016): 13159. http://dx.doi.org/10.5465/ambpp.2016.13159abstract.

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19

Page, Scott E. "A complexity perspective on institutional design." Politics, Philosophy & Economics 11, no. 1 (February 2012): 5–25. http://dx.doi.org/10.1177/1470594x11433745.

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20

Frolov, D. P. "Complexity-Oriented Paradigm in Institutional Economics." AlterEconomics 20, no. 1 (2023): 110–26. http://dx.doi.org/10.31063/altereconomics/2023.20-1.6.

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Institutional economics has been at the peak of its scientific capabilities long enough to reach midlife crisis. Despite its growing interdisciplinarity and other positive trends, the field is now struggling with the lack of “big ideas” and inertia of its methodological approaches. The article considers the potential of the complexity-oriented paradigm in institutional economic theory. Firstly, one of the promising avenues for future research is to focus on the institutions of digital capitalism. They are much more complex than the institutions of industrial society and their analysis requires a move beyond the reductionist perspective. Digital technologies are both transformational and institutional technologies, which makes them suitable for testing new complexity-centric approaches. Secondly, there is a number of methodological steps that could be taken in order to overcome the reductionist approaches, for example, reconsider the concept of institutional evolution in light of the paradigm of extended evolutionary synthesis or bring the human actor model in line with the enactivist (dynamic-interactionist) paradigm. Finally, there is an obvious need for a serious revision of the philosophical foundations of institutional analysis. The article puts forward new principles for studying economic institutions, based on the ideas of post-structuralism, actor-network theory, object-oriented ontology, social constructionism and performativity theory, process philosophy and enactivist philosophy of mind. Introducing these new perspectives to economics will help us expand institutionalist imagination and supplement the standard institutional methodologies with more advanced interdisciplinary approaches.
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21

Loscher, Georg, and Stephan Kaiser. "Sustaining institutional complexity: Practice-based mechanisms and cross-level institutional work." Academy of Management Proceedings 2018, no. 1 (August 2018): 13830. http://dx.doi.org/10.5465/ambpp.2018.13830abstract.

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22

Karplus, Valerie J., Thomas Geissmann, and Da Zhang. "Institutional complexity, management practices, and firm productivity." World Development 142 (June 2021): 105386. http://dx.doi.org/10.1016/j.worlddev.2020.105386.

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23

Scarbrough, Harry, Jacky Swan, and Sue Newell. "Institutional Complexity and the Process of Innovation." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 13266. http://dx.doi.org/10.5465/ambpp.2019.13266abstract.

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Hacker, Miriam E., and Christian Binz. "Navigating institutional complexity in socio-technical transitions." Environmental Innovation and Societal Transitions 40 (September 2021): 367–81. http://dx.doi.org/10.1016/j.eist.2021.09.003.

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25

Wolf, Miriam, and Krsto Pandza. "Field-Configuring Organizations: Organizing for Institutional Complexity." Academy of Management Proceedings 2014, no. 1 (January 2014): 10663. http://dx.doi.org/10.5465/ambpp.2014.10663abstract.

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26

Woldesenbet, Kassa. "Managing institutional complexity in a transitional economy." International Journal of Emerging Markets 13, no. 5 (November 29, 2018): 1417–34. http://dx.doi.org/10.1108/ijoem-10-2017-0429.

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Purpose The purpose of this paper is to examine how senior managers in a transitional economy context deal with the challenge of handling competing institutional logics through legitimacy work. Design/methodology/approach The paper draws on the qualitative analysis of semi-structured interviews with 34 senior managers in Ethiopia in matched pairs of four commercial organisations in private and state sectors and secondary sources. Findings The research reveals how the erstwhile protected state-owned organisations responded to institutional complexity, by seeking to extend their legitimacy claims whereas the emergent private sector organisations sought to construct a new legitimacy, in part by adopting some of the logics used by state-firms. Research limitations/implications Extending this study with longitudinal comparative case studies across other emerging market economies could cast light on the varied ways in which organisations manage institutional complexities. Practical implications It is imperative that the government and policy makers have clarity in issuing directives and other signals about valued objectives to be pursued by enterprises. Otherwise, the organisational level actors may remain uncertain about the acceptable behaviours and responses and are likely to waste time and resources in trying to anticipate an unclear sense of direction. Originality/value This is a novel study which examines how organisational actors manage institutional complexity in a transitional economy context by undertaking legitimacy building work and appearing to meet state-public expectations.
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27

Woodhill, Jim. "Capacities for Institutional Innovation: A Complexity Perspective." IDS Bulletin 41, no. 3 (May 2010): 47–59. http://dx.doi.org/10.1111/j.1759-5436.2010.00136.x.

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28

Qiu, Yumin, Hongquan Chen, Zhaohan Sheng, and Shuping Cheng. "Governance of institutional complexity in megaproject organizations." International Journal of Project Management 37, no. 3 (April 2019): 425–43. http://dx.doi.org/10.1016/j.ijproman.2019.02.001.

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29

Pache, Anne-Claire. "Understanding Intra-Organizational Responses to Institutional Complexity." Academy of Management Proceedings 2015, no. 1 (January 2015): 15983. http://dx.doi.org/10.5465/ambpp.2015.15983symposium.

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Diab, Ahmed Abdelnaby Ahmed, and Abdelmoneim Bahyeldin Mohamed Metwally. "Institutional ambidexterity and management control." Qualitative Research in Accounting & Management 16, no. 3 (August 5, 2019): 373–402. http://dx.doi.org/10.1108/qram-08-2017-0081.

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Purpose The purpose of this study is to investigate in depth how an organisation is able to achieve its economic objectives in a situation of institutional complexity through being institutionally dexterous. The study also investigates how this is done through overriding formal controls and concentrating on socio-political and communal-based controls. Design/methodology/approach Theoretically, the study draws on the perspectives of institutional complexity and ambidexterity to link higher-order institutions with mundane labour control practices observed at the micro level of the case company. Methodologically, the study adopts an interpretive – case study – approach. Empirical data were solicited in an Egyptian village community, where sugar beet farming and processing constitutes the main economic activity underlying its livelihood. Data were collected through a triangulation of interviews, documents and observations. Findings The study concludes that, especially in socio-political contexts such as Egypt, the organisational environment can better be understood and perceived as institutionally complex situation. To manage such complexity and to effectively meet its economic objectives, the organisation needs to be institutionally dextrous. Thereby, this study presents an inclusive view of management control (MC) which is based not only on rational economic practices, but also on social, religious and political aspects that are central to this institutional environment. Originality/value The study contributes to MC and logics literature in a number of respects. It extends the institutional logics debate by illustrating that logics get re-institutionalised by the “place” through its cultural, political and communal identities that filter logics’ complexities to different ends. Further, it extends the cultural political economy of MC by illustrating that MC in socio-political settings is also an operational manifestation of the logics prevailing in the context. These logics produced an informal MC system that dominated the formal known MCs.
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Baba, Sofiane, and Innan Sasaki. "David Defeating Goliath: Institutional Work of A Marginalized Actor Within Institutional Complexity." Academy of Management Proceedings 2016, no. 1 (January 2016): 14609. http://dx.doi.org/10.5465/ambpp.2016.63.

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Winch, Graham M., and Eunice Maytorena-Sanchez. "Institutional projects and contradictory logics: Responding to complexity in institutional field change." International Journal of Project Management 38, no. 6 (August 2020): 368–78. http://dx.doi.org/10.1016/j.ijproman.2020.08.004.

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Diehl, David K. "Teacher Professional Learning Communities and Institutional Complexity: Negotiating Tensions between Institutional Logics." Sociological Spectrum 39, no. 1 (January 2, 2019): 1–19. http://dx.doi.org/10.1080/02732173.2018.1564099.

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Eilstrup-Sangiovanni, Mette, and Oliver Westerwinter. "The global governance complexity cube: Varieties of institutional complexity in global governance." Review of International Organizations 17, no. 2 (November 6, 2021): 233–62. http://dx.doi.org/10.1007/s11558-021-09449-7.

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35

Sayed, Maysara, Linda C. Hendry, and Marta Zorzini Bell. "Institutional complexity and sustainable supply chain management practices." Supply Chain Management: An International Journal 22, no. 6 (September 11, 2017): 542–63. http://dx.doi.org/10.1108/scm-10-2016-0365.

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Purpose The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply Chain Management (SSCM) practices across mixed public and private sector supply chains. Design/methodology/approach Multi-case study data were collected from three tiers of food and catering supply chains: the customer/consumer tier; focal public sector UK Universities; and private sector suppliers/contractors. Findings The findings indicate that: normative and mimetic pressures are more prevalent in focal Universities, compared to suppliers; there is typically no single dominant logic across these supply chains; and the multiplicity of institutional logics (e.g. sustainability logic versus financial logic) increases institutional complexity. Therefore, in the typical case of homogeneity in terms of institutional pressures and logics, e.g. with a dominant sustainability logic throughout the supply chain, radical change in SSCM practices is facilitated. In contrast, in the more typical case when there is heterogeneity, with competing logics at different supply chain tiers, this limits SSCM to more incremental changes in practices. Research limitations/implications This study is limited to three tiers of the food and catering supply chains of UK Universities. Practical implications To aid in the successful implementation of SSCM, this study suggests a need for managers to develop an initial understanding of the prevailing institutional logics and pressures at different tiers of the supply chain. Social implications A number of the SSCM practices studied address social sustainability. Originality/value No previous studies have empirically investigated the impact of institutional complexity in the context of SSCM practices across supply chains, involving both mixed public and private sector organisations.
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Orekhov, Svetlana. "Empirical Institutional Mapping of the Russian Metallurgy." Moscow University Economics Bulletin 2017, no. 4 (August 31, 2017): 73–99. http://dx.doi.org/10.38050/01300105201744.

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The article presents to an assessment of the institutional complexity level of the industry markets on the example of seven Russian metallurgical industries. The author specifies the system of institutional interaction in the industry markets. The research methodology bases on the construction of an industry markets institutional map, which is a system of two projections: the complexity level of the industry market institutions and the complexity level of industrial market institutional environment. The result of the paper is the empirical institutional mapping for the seven metallurgical industries in the fact and with the adjustment for stability. The institutional map visualizes high complexity level in all metallurgical industries, but this fact is due to various reasons. Our research can be interesting for updating of the enterprises strategy, and for the choice of an industrial policy.
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37

Waeger, Daniel, and Klaus Weber. "Organizations and Institutional Complexity: A Political Process Model." Academy of Management Proceedings 2015, no. 1 (January 2015): 16758. http://dx.doi.org/10.5465/ambpp.2015.16758abstract.

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Saka-Helmhout, Ayse, and Jesper Edman. "MNE Subsidiary Responses to Cross-National Institutional Complexity." Academy of Management Proceedings 2016, no. 1 (January 2016): 11270. http://dx.doi.org/10.5465/ambpp.2016.11270abstract.

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Schneider, Anna-Lisa, Verena Bader, and Georg Loscher. "Navigating institutional complexity and collaboration through emotion work." Academy of Management Proceedings 2021, no. 1 (August 2021): 15062. http://dx.doi.org/10.5465/ambpp.2021.15062abstract.

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Pamphile, Vontrese. "Strategic Ambiguity in Situations of Enduring Institutional Complexity." Academy of Management Proceedings 2016, no. 1 (January 2016): 15072. http://dx.doi.org/10.5465/ambpp.2016.15072abstract.

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41

Lubell, Mark. "Governing Institutional Complexity: The Ecology of Games Framework." Policy Studies Journal 41, no. 3 (August 2013): 537–59. http://dx.doi.org/10.1111/psj.12028.

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42

Mucelli, Attilio, Anna Alon, Cristiano Venturini, and Dominique Lepore. "Cash pooling: An organizational response to institutional complexity." Journal of Transnational Management 25, no. 4 (September 14, 2020): 259–73. http://dx.doi.org/10.1080/15475778.2020.1799659.

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43

Arregle, Jean-Luc, Toyah L. Miller, Michael A. Hitt, and Paul W. Beamish. "How does regional institutional complexity affect MNE internationalization?" Journal of International Business Studies 47, no. 6 (August 2016): 697–722. http://dx.doi.org/10.1057/jibs.2016.20.

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44

Elliott, Lorraine. "Cooperation on Transnational Environmental Crime: Institutional Complexity Matters." Review of European, Comparative & International Environmental Law 26, no. 2 (July 2017): 107–17. http://dx.doi.org/10.1111/reel.12202.

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Ruttan, Rachel, Michael Mauskapf, and Loran F. Nordgren. "The Effects of Institutional Complexity on Individual Agency." Academy of Management Proceedings 2014, no. 1 (January 2014): 17292. http://dx.doi.org/10.5465/ambpp.2014.17292abstract.

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Kodeih, Farah, and Royston Greenwood. "Responding to Institutional Complexity: The Role of Identity." Organization Studies 35, no. 1 (August 7, 2013): 7–39. http://dx.doi.org/10.1177/0170840613495333.

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47

Blomgren, M., and C. Waks. "Coping with contradictions: hybrid professionals managing institutional complexity." Journal of Professions and Organization 2, no. 1 (January 18, 2015): 78–102. http://dx.doi.org/10.1093/jpo/jou010.

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48

Stokkum, Rebecca van. "Social Entropy: An Information Measure of Institutional Complexity." Advances in Social Sciences Research Journal 11, no. 2 (February 10, 2024): 33–53. http://dx.doi.org/10.14738/assrj.112.16387.

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Information theory has impacted disciplines across science and technology, including the 20th century’s IT revolution. However, information theory has been applied much less to the social sciences and has not been applied at all to theoretical social psychology. While information-based statistical programs are used to analyze data across social disciplines, information theory has not been used to analyze social structure and the self as an informational process related to the conflict reducing characteristics of institutions. The present paper addresses this gap by suggesting Shannon information as a measure of the complexity within institutional settings in relation to the formally rationalizing drives of industrialized societies in contrast to the informal social control experienced in simpler societies. The paper analyzes social theory related to institutional complexity from several disciplines arguing that it is synonymous with information as suggested by Shannon. A post structural methodology for measurement of social complexity and directions for future research are suggested.
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49

Fu, Yongcheng, Lihan Zhang, and Yongqiang Chen. "Coping With Institutional Complexity and Voids: An Organization Design Perspective for Transnational Interorganizational Projects." Project Management Journal 53, no. 1 (December 21, 2021): 49–66. http://dx.doi.org/10.1177/87569728211047318.

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This study investigates how transnational interorganizational projects (IOPs) cope with institutional complexity and voids. A case study of a cross-border gas pipeline suggests the coexistence of institutional complexity and voids that amplify collaboration hazards in developing transnational IOPs. Institutional complexity harms the feasibility of a unified form of organizing, whereas institutional voids sabotage the ability of involved organizations to collaborate in a market-based approach. A hybrid organization featured by modular structure, complementary advantages, and system integrator, was designed to navigate complex institutional environments. This study contributes to the project–organization–institution linkage by depicting the impacts of institutions on project organizing.
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Krajnović, Ana. "Institutional distance." Journal of corporate governance, insurance and risk management 7, no. 1 (June 1, 2020): 15–24. http://dx.doi.org/10.51410/jcgirm.7.1.2.

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The institutional environment in which multinational companies act is unique and complex. It is unique in the sense that the subsidiaries of multinational companies are facing dual pressures from both the host country and the country of the parent company. Further, the complexity of the environment presumes the need for global integration and the need for the local adaptation. Although some countries are characterized by a more favourable institutional environment for establishing and expanding business, in other countries the institutional environment is a challenge for multinational companies. In this paper, the author will present the current theoretical knowledge and references in already conducted research regarding the institutional distance in the context of multinational companies and their subsidiaries.
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