Department: PhD in Business Management
Module Description: This module introduces the student to the theory and circumstances that enable, drive and inhibit organisational and institutional change. This module highlights that organisational change is a manifestation of the complex relationship between an organisation and its institutional context. The module discusses theories and processes of resistance and change, and how organisations and individuals respond internally to change. During the module, the student will develop a comprehensive understanding of different perspectives in theorising and conceptualising institutional and organisational change, including old and new institutionalism, agency perspectives, institutional logics, as well as theories of change and the management of change. As well as gaining a perspective on the need for organisations to embrace change as a way of gaining competitive advantage and being responsive to the demands of broader institutional context, the student is encouraged to develop ideas and insights, through case studies, into different theoretical perspectives and debates on organizational and institutional change and change management. The student is required to explore general and specific changes by focusing on critical analysis of the relationships between organisations and institutional fields, as well as understand individual and organisational challenges and ambiguities in the processes of change. In addition, students are expected to reflect and develop their own intellectual position on change and managing change.
DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), pp. 147-160. Request article
Dunn, M. B., & Jones, C. (2010). Institutional logics and institutional pluralism: The contestation of care and science logics in medical education, 1967–2005. Administrative Science Quarterly, 55(1), pp. 114-149.
Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What passes as a rigorous case study? Strategic Management Journal, 29(13), pp. 1465-1474. Request article
Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011). Institutional complexity and organizational responses. Academy of Management Annals, 5(1), pp. 317-371. Request article
Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), pp. 340-363. Request article
Misangyi, V. F., Weaver, G. R., & Elms, H. (2008). Ending corruption: The interplay among institutional logics, resources, and institutional entrepreneurs. Academy of Management Review, 33(3), pp. 750-770.
Thornton, P. H., Jones, C., & Kury, K. (2005). Institutional logics and institutional change in organizations: Transformation in accounting, architecture, and publishing. In Transformation in cultural industries (pp. 125-170). Emerald Group Publishing Limited. Request article
Thornton, P. H., & Ocasio, W. (2008). Institutional logics. The Sage handbook of organizational institutionalism, 840, pp. 99-128. Request article