| Memetics: An Evolutionary Perspective on the Institutionalization Process |
| | Schultz, Patrick L. | Texas Tech U. | PLSchultz@ttu.edu | 806-742-1548 |
| | This paper introduces the concept of ÒmemesÓ to the field of institutional theory in the hopes of generating interest in evolution-based theoretical work. Memes and the field of memetics emerged from the interests of biologists and evolutionary and cognitive psychologists in applying general principles of evolutionary processes to other fields. As a unit of knowledge or ideas, memes can be used to analyze the emergent and evolving character of social phenomena, such as organizations and institutions. While some work in the institutional theory field has looked at these phenomena, little work has been done which comes from the perspective of an ecology of knowledge or culture. The first section of this paper presents arguments for why an evolutionary theory of institutions is important. In the following two sections, institutional theory is linked to cognitive perspectives of knowledge creation and transmission, and it is proposed that an evolutionary perspective can provide insight by viewing the process of institutionalization as the emerging distribution of psychological or cognitive phenomena (i.e. values, beliefs, or ÒmemesÓ) within a population of individual actors. Ultimately, the hope is that this paper will encourage other researchers to further develop memetics within the context of organizational studies both theoretically and empirically. |
| | Keywords: memes; evolutionary models; institutional theory |
| Learning Along the Way: A Case Study of Population Level Learning Processes in Job Design |
| | Cohen, Lisa E. | U. of California, Berkeley | cohen@haas.berkeley.edu | (510)-528-0872 |
| | Recent theory and research suggest that crucial learning takes place at the population as well as the organizational and individual levels. Empirical evidence supporting this perspective tends to focus on the realized outcomes of population level learning and thus leaves unanswered many questions about the population level learning process. This paper explores a population level learning process in a qualitative case study of the job design process that followed installation of a new piece of equipment. Specifically, I look at how organizations gather ideas that guide the design of new jobs. Consistent with the population level learning framework, I find that this design information is transmitted across organizations. Much of the information is transmitted intentionally and otherwise from such sources as the maker, regulators, and other users of the equipment. Individuals within equipment using organizations play roles in seeking, receiving, and interpreting these transmissions. The observations of this system of information transmission raise several issues related to whether and how routines develop in populations of organizations. |
| | Keywords: Population Level Learning; Job Design; Process |
| Facade and Means to Control - The Use of ISO 9000 Standards in For-Profit-Organizations |
| | Walgenbach, Peter | U. of Mannheim | walgenbach@1st-kieser.bwl.uni-mannheim.de | + 49 (621) 292-5686 |
| | In general, companies are said to implement ISO 9000 standards on the basis of demands by customers or public authorities. On the other hand, the technical efficiency of the standards is often questioned. It is this tension which was the starting point for an empirical study on the adoption of the standards. The study was conducted in 37 organizational units, e.g. companies, profit centers, divisions, departments. Interviews were conducted with quality managers of the particular organizational units. The interview guideline was based on open questions. The quality managers interviewed were responsible for implementing the standard and updating the documentation of the quality system.
An important finding is that organizations make an effort to design their formal structure in a manner expected by their institutional environment. Subsequently, parts of the formal structure have to be decoupled from the work-activities of the organization. However, while the organizations were implementing the standards already familiar objectives of applying technocratic instruments of control also came to the fore. Thus, this element of the formal structure is used as both a facade for acquiring legitimacy and an instrument to enhance management control.
|
| | Keywords: ISO 9000; Institutional Theory; Formal Structure |
| The Reflection of Institutional Myths in the Structuring of a National Medical Research Initiative |
| | Birdsell, Judith | Alberta Heritage Foundation for Medical Research | jbirdsel@ahfmr.ab.ca | 403 229 9748 |
| | Prasad, Pushkala | Lund U. | Pushkala.Prasad@fek.lu.se | 46-46-222-4349 |
| | Zerbe, Wilfred | U. of Calgary | zerbe@mgmt.ucalgary.ca | (403) 220-7142 |
| | This paper examines the degree and manner in which prominent institutional myths in an organization's environment came to be reflected in its form and structure through a series of key policy decisions. The study examined the formation of the Canadian Breast Cancer Research Initiative (CBCRI), especially focusing on the relationship between institutional myths and significant organizational decisions. Using data gathered from in-depth interviews and observation of organizational meetings, the study found three myths: (1) inter-organizational collaboration, (2) privatization and (3) scientific objectivity mirrored in the formal structure and processes of the CBCRI. The paper also discusses how these myths simultaneously triggered certain organizational policies, justified others, and helped the organization balance certain legitimacy demands from different stakeholders. |
| | Keywords: Institutional Theory; Policy Making; Legitimacy |