The Adolescence of Institutional Theory

Author(s): W. Richard Scott

Reviewed work(s):
Source: Administrative Science Quarterly, Vol. 32, No. 4 (Dec., 1987), pp. 493-511
Published by: Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2392880 .
Accessed: 01/02/2012 09:25

Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at .
http://www.jstor.org/page/info/about/policies/terms.jsp

JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of
content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms
of scholarship. For more information about JSTOR, please contact support@jstor.org.

Johnson Graduate School of Management, Cornell University is collaborating with JSTOR to digitize, preserve
and extend access to Administrative Science Quarterly.

http://www.jstor.org
The Adolescence of To compare and contrast institutional theories used in or-
InstitutionalTheory ganizational analysis, the theoretical frameworks and ar-
guments of leading contributors to institutional theory are
reviewed and recent empirical studies using institutional
W. Richard Scott arguments are examined. Both approaches reveal consid-
StanfordUniversity erable variation in the types of concepts and arguments
employed, and it is argued that further improvement and
growth in institutional theory is dependent upon analysts
dealing more explicitly with these differences. In addition,
the relation between institutions and interests is explored
to show that institutional features of organizational envi-
ronments shape both the goals and means of actors. At-
tention is called to the two primary types of actors
shaping institutional environments in modern societies-
the state and professional bodies-and to the way in
which their interests and mode of action shape institu-
tional patterns and mechanisms.'
After a period of rapidgrowth and high creative energy, insti-
tutionaltheory in organizationshas apparentlyentered a
phase of more deliberate development, accompanied by ef-
forts aimed at self-assessment and consolidation.Recently,
several prominentinstitutionaltheorists-including DiMaggio
(1988) and Zucker(1987)-have momentarilysuspended their
efforts to expand the varietyand scope of institutionalargu-
ments and/ordevise new data sets and tests, in orderto step
back and take stock of the progress of this new perspective
to date. This paper is in that-same contemplativeand critical
vein.
To examine contemporaryinstitutionalanalysis, I review both
influentialtheoreticalstatements and recent empiricalwork.
The latter is surveyed in orderto gather more inductiveevi-
dence about the types of arguments that are currentlybeing
made in linkinginstitutionalfactors to organizationalstructure
and performance.
? 1987 by CornellUniversity.
0001-8392/87/3204-0493/$1.00. THEMANY FACESOF INSTITUTIONAL THEORY
S The concepts of institutionand institutionalization have been
Earlyversions of this paperwere pre- defined in diverse ways, with substantialvariationamong ap-
sented at the "Conferenceon Institutional
Change,"held at the Centerfor Advanced proaches. Thus, the beginning of wisdom in approachingin-
Study in the BehavioralSciences, Stan- stitutionaltheory is to recognize at the outset that there is not
ford,CA, May 15-16, 1987; and at a con- one but several variants.Some versions are much more care-
ference, "CriticalPerspectiveson
OrganizationalTheories,"sponsored by fullydefined and explicitabout theirdefinitionsand referents,
SociologicalAssociation
the International while others are less clear in conceptualization.Although
and held the ConferenceCenterDe
at there seems to be an underlyingsimilarityin the various ap-
Narwal,Wassenaar,The Netherlands,July
19-21, 1987. Thanksare due to the con- proaches, there is little agreement on specifics.
ference organizers:PaulJ. DiMaggioand
WalterW. Powell, StanfordConference; Without claimingto be definitiveor exhaustive, but ratheras
and to MarshallW. Meyerand Ad a way of illustratingthe present varietyof offerings available
Teulings,WassenaarConference.I also
wish to acknowledgethe helpfulcom- to scholars of organizations,I brieflyreview four sociological
ments receivedon earlierversions of this formulationsall claimingan institutionalfocus.1 The review
paperfrom RonaldL.Jepperson,John W. proceeds generally from the earlierto the more recent con-
Meyer,and WalterW. Powell.
ceptions.
1
Excludedfrom review are relateddevel- Institutionalization As a Process of Instilling Value
opments in politicalscience (e.g., March
and Olsen, 1984) and in economics (e.g., One of the earliest and most influentialversions of institu-
Williamson,1981, 1985). These variants tionaltheory in organizationsremainsthat associated with the
both drawon and departfromsociological
work in ways too complex to considerin work of PhilipSelznick and his students. Selznick borrowed
this essay. from Michels and Barnardin creating his somewhat distinc-
493/Administrative Science Quarterly,32 (1987): 493-511
tive model of institutionaltheory (Scott, 1987: 51-68). He
viewed organizationalstructureas an adaptivevehicle shaped
in reactionto the characteristicsand commitments of partici-
pants as well as to influences and constraintsfrom the ex-
ternal environment.Institutionalization refers to this adaptive
process: "Inwhat is perhaps its most significantmeaning, 'to
institutionalize'is to infuse with value beyond the technical
requirementsof the task at hand" (Selznick,1957: 17). Antic-
ipatinglater work, Selznick distinguishedbetween organiza-
tions as technicallydevised instruments, as mechanicaland
disposable tools, and organizationsthat have become institu-
tionalized,becoming valued, naturalcommunities concerned
with their own self-maintenanceas ends in themselves:
... organizationsare technical instruments,designed as means to
definite goals. They are judged on engineering premises; they are
expendable. Institutions,whether conceived as groups or practices,
may be partlyengineered, but they also have a "natural"dimension.
They are productsof interactionand adaptation;they become the
receptacles of group idealism; they are less readilyexpendable.
(Selznick,1957: 21-22)
Selznick's institutionalapproachalso emphasized the impor-
tance of history-the "naturalhistory"of the evolutionof a
livingform that is adaptivelychanging over time, and he
stressed a holistic and contextual approach.As Perrow
(1986: 157-158) noted:
Forinstitutionalanalysis, the injunctionis to analyzethe whole orga-
nization.To see it as a whbie is to do justice to its "organic"char-
acter. Specific processes are, of course, analyzedin detail, but it is
the nesting of these processes into the whole that gives them
meaning.
Selznick's distinctive brandof institutionaltheory was applied
by him to the analysis of the Tennessee ValleyAuthority
public corporationand by his students-including, most no-
tably, BurtonClark,Charles Perrow,and MayerZald-to a
number of educational,service, and voluntaryorganizations.
The typical research methodology is that of the case study,
with an emphasis on adaptive change.
At the riskof oversimplifyingSelznick's rathercomplex views,
his primaryemphasis appears to have been on institutional-
izationas a means of instillingvalue, supplyingintrinsicworth
to a structureor process that, before institutionalization,had
only instrumentalutility.By instillingvalue, institutionalization
promotes stability:persistence of the structureover time.
Selznick (1957: 16) clearlyviewed institutionalization as a
"process," as something "that happens to the organization
over time." He observed the extent of institutionalization to
vary across organizations-for example, those with more
specific goals and those more specialized and technical in
operationwere seen to be less subject to becoming institu-
tionalizedthan those lackingthese features. In his early, more
descriptive work, Selznickemphasized the cressive, un-
planned, and unintendednatureof institutionalprocesses
(e.g., Selznick, 1949). By contrast, in his later, more prescrip-
tive writings, following the lead of Barnard(1938), he em-
braced an "enacted" conception, emphasizingthat effective
leaders are able to define and defend the organization'sinsti-
tutionalvalues-its distinctivemission (e.g., Selznick, 1957).
494/ASQ, December 1987
Institutional Theory

The institutionalization process was viewed as being subject

to conscious design and intervention.
Nevertheless, Selznick's conception remains largelydefini-
tional ratherthan explanatory:he defined and described the
process but did not explicitlyaccount for it. His treatment of
institutionalizationinforms us that values are instilled;not
how this occurs.
Institutionalization As a Process of Creating Reality
Both the second and the thirdversions of institutionaltheory
are heavily indebted to the work of Peter Berger in the soci-
ology of knowledge. This work is based on philosophical
underpinningsestablished by Germanidealists and pheno-
menologists such as Diltheyand Husserl and stronglyshaped
by the ideas of AlfredSchutz (1962). The most complete and
influentialstatement of Berger's ideas on institutionalizationis
to be found in the work coauthoredwith Luckmannin which
the centralquestion addressed is, What is the natureand or-
igin of social order?
The argument is that social order is based fundamentallyon
a shared social realitywhich, in turn,is a humanconstruction,
being created in social interaction.It is recognizedthat man or
woman as a biologicalorganism confronts few limitsor con-
straints in the form of instinctualpatterns,yet constraintsde-
velop in the form of a social order. Bergerand Luckmann
(1967: 52) argued that this order "is a human product,or,
more precisely, an ongoing human production.It is produced
by man in the course of his ongoing externalization.... Social
orderexists only as a productof humanactivity."Social order
comes into being as individualstake action, interpretthat ac-
tion, and share with others their interpretations.These inter-
pretations,or "typifications"are attempts to classify the
behaviorinto categories that will enable the actors to respond
to it in a similarfashion. The process by which actions be-
come repeated over time and are assigned similarmeanings
by self and others is defined as institutionalization:"Institu-
tionalizationoccurs whenever there is a reciprocaltypification
of habitualizedactions by types of actors" (Bergerand Luck-
mann, 1967: 54). Both actions and actors are typed: certain
forms of actions come to be associated with certainclasses
of actors; e.g., supervisors give orders, workers follow them.
LikeSelznick, Bergerand Luckmann(1967: 54-55) empha-
sized the necessity of employingan historicalapproach:
Reciprocaltypificationsof action are builtup in the course of a
shared history.They cannot be created instantaneously.Institutions
always have a history,of which they are the products. It is impos-
sible to understandan institutionadequatelywithout an under-
standing of the historicalprocess in which it was produced.
As explicated by Bergerand Luckmann,institutionalization in-
volves three phases or "moments": externalization,objecti-
vation, and internalization.We and our associates take action
(externalization),but we together interpretour actions as
havingan external realityseparate from ourselves (objectiva-
tion); further,the objectivatedworld is internalizedby us,
coming to "determine the subjective structures of conscious-
(Wuthnowet al., 1984: 39). Each
ness itself" (internalization)
moment corresponds to "an essential characterizationof the
social world. Society is a human product. Society is an objec-
495/ASQ, December 1987
tive reality.Man is a social product"(Bergerand Luckmann,
1967: 61). Together they comprise the paradox"that man is
capable of producinga world that he then experiences as
something other than a human product"(Bergerand Luck-
mann, 1967: 61).
This quite general conception serves as the foundationfor the
work of both Zuckerand of Meyer and Rowan-theorists
who have developed and appliedthese ideas to the analysis
of organizationalforms. Bergerand Luckmann'sformulationis
clearlyvisible in the definitionsthey employ as the basis of
their own work. Thus, Zucker(1977: 728) asserted that
institutionalizationis both a process and a propertyvariable.It is the
process by which individualactors transmitwhat is sociallydefined
as real and, at the same time, at any point in the process the
meaning of an act can be defined as more or less a taken-for-granted
acts, then, must be per-
partof this social reality.Institutionalized
ceived as both objective and exterior.
Meyer and Rowan (1977: 341) in their influentialarticleon in-
stitutionalizedorganizationsalso embraced Bergerand Luck-
mann's conception:
Institutionalizedrules are classificationsbuiltinto society as recipro-
cated typificationsor interpretations(Bergerand Luckmann,1967, p.
54).... Institutionalizationinvolves the processes by which social
processes, obligations,or actualitiescome to take on a rulelike
status in social thought and action.
The common feature in all of these definitionsis that institu-
tionalizationis viewed as the social process by which indi-
viduals come to accept a shared definitionof social reality-a
conception whose validityis seen as independentof the
actor's own views or actions but is taken for granted as de-
finingthe "way things are" and/orthe "way things are to be
done. "
Still,these definitionsare very general, pertainingto the con-
structionof social reality-and, hence, stable social order-in
all its variousguises, not to features conducive to the rise of
formalorganizationsin particular.In subsequent work, how-
ever, Berger and other collaboratorsattempted to charac-
terize the distinctiveset of beliefs associated with the
development of societal modernization.Inan importantwork
that has not received the attention it merits, Berger, Berger,
and Kellner(1973) argued that modern consciousness is
shaped by the set of interconnectedbelief systems asso-
ciated with the development of (1) technologicalproduction,
(2) bureaucracies,and (3) the pluralizationof life-worlds(e.g.,
the differentiationof publicand privatespheres). These belief
systems and their associated cognitive styles both develop
out of and independentlycause the furtherspread of "ra-
tional"economic, political,and social organizations.
Zucker (1983: 1) echoed and elaboratedthis view of organi-
zation as an institutionalform or, more compellingly,as "the
preeminent institutionalform in modern society." And Meyer
and-Rowan (1977) placed great emphasis on societal mod-
ernizationas being accompanied by the growth of "rational-
ized institutionalelements" or "rationalmyths" that give rise
to an increasingnumberof organizationsas well as to the
elaborationof existing organizationalforms.
InZucker'swork, the emphasis on institutionalization as pro-
496/ASQrDecember 1987
 Institutional Theory

cess has continued to dominate. The force of these models is

in the cognitive convictions they evoke:
... institutionalization
is rooted in conformity-not conformityen-
gendered by sanctions (whetherpositive or negative),nor conformity
resultingfrom a "black-box"internalizationprocess, but conformity
rooted in the taken-for-granted aspects of everydaylife.... institu-
tionalizationoperates to producecommon understandingsabout
what is appropriateand, fundamentally,meaningfulbehavior.
(Zucker,1983: 5)
Her empirical work includes laboratory research demon-
strating that subjects' behavior is much more likely to be
stable and conform to the requirements imposed by other
actors if the latter are perceived to occupy a position in an or-
ganization: "Any act performed by the occupant of an office
is seen as highly objectified and exterior" (Zucker, 1977: 728).
It also includes field studies of the process by which civil ser-
vice reforms were diffused through a set of municipal gov-
ernments during the period 1880-1935 (Tolbert and Zucker,
1983). While early adopters of these reforms were argued to
be acting in rational self-interest-city characteristics pre-
dicted early adoption-later adopters were argued to be
acting in response to the established legitimacy of these insti-
tutional practices-reforms were adopted by more and more
cities regardless of their specific demographic or political
makeup.
In Zucker's approach, the focus is on a single pattern or mode
of organizational behavior and the emphasis is placed on the
rationale for or nature of the process underlying adoption of or
conformity to the pattern. By contrast, the work of Meyer and
his collaborators has evolved in a somewhat different direc-
tion. Beginning with his seminal article with Rowan (Meyer
and Rowan, 1977), Meyer began to develop an alternative
conception. From a primary focus on institutionalization as a
distinctive process-whether stressing infusion with value or
with taken-for-granted meaning- institutionalization began to
be viewed as pertaining to a distinctive set of elements.2
Institutional Systems As a Class of Elements
In this version of institutional theory it is emphasized that in-
stitutionalized belief systems constitute a distinctive class of
elements that can account for the existence and/or the elabo-
ration of organizational structure. This emphasis can be dated
from Meyer and Rowan's (1977) argument that the preva-
lence of organizational forms can be attributed not only to the
complexity of "relational networks" and exchange processes
but also to the existence of elaborated "rational myths" or
shared belief systems. The emphasis shifts from the proper-
ties of generalized belief systems to the existence of a variety
of sources or loci of "rationalized and impersonal prescrip-
tions that identify various social purposes" and "specify in a
rulelike way the appropriate means" to pursue them (Meyer
and Rowan, 1977: 343). These sources are described as in-
stitutionalized in that their existence and efficacy is "in some
measure beyond the discretion of any individual participant or
2
organization" (Meyer and Rowan, 1977: 344).
For a thoughtful and forceful discussion of A number of important changes are introduced by this shift in
the virtues of the process/property con-
ception of institutionalization/institution, emphasis. First, the salient features of organizational environ-
see Jepperson (1987). ments are reconceptualized. In contrast to the prevailing
497/ASQ, December 1987
theories of organizationalenvironments-such as contin-
gency theory or resource dependence-that call attention
primarilyto technical requirements,resource streams, infor-
mation flows, and influence relations,the new formulation
stresses the role played by culturalelements-symbols, cog-
nitive systems, normativebeliefs-and the sources of such
elements. Institutionalelements of environmentsbegin to be
defined in contrast to technical elements, and this definition
becomes more explicitand pronouncedover time. Thus,
Scott and Meyer (1983: 140, 149) defined technical environ-
ments as "those within which a productor service is ex-
changed in a marketsuch that organizationsare rewardedfor
effective and efficient control of the work process," in con-
trast to institutionalenvironmentsthat "are characterizedby
the elaborationof rules and requirementsto which individual
organizationsmust conform if they are to receive supportand
legitimacy....''
Second, it follows that there is less emphasis on institutional-
izationas a distinctive process. Organizationsdo not neces-
sarilyconform to a set of institutionalizedbeliefs because
they "constitute reality"or are taken for granted, but often
because they are rewardedfor doing so throughincreased le-
gitimacy, resources, and survivalcapabilities(Meyerand
Rowan, 1977). Since the concept of institutionalization is not
definitionallylinkedto a distinctive process, analysts begin to
theorize more explicitlyabout the varietyof types of pro-
cesses that might cause an organizationto change its struc-
ture in ways that make it conform to-become isomorphic
with-an institutionalpattern.The best-known classification
of this type is that developed by DiMaggioand Powell (1983)
who distinguishedamong coercive, memetic, and normative
processes leadingto conformity.None of these classes,
however, is consistent with the previous process-based defi-
that is, none focuses specifically
nitionof institutionalization;
on conformitybased on the extent to which the model being
adopted is taken for granted.
Third,with less attention devoted to process, more can be
given to the natureof the belief systems themselves. In their
formalpropositions, Meyer and Rowan theorized about the
general effects of rationalizedinstitutionalstructureas
though there were only one such structure,but with their
concept of rationalmyths and throughthe use of many and
diverse examples publicopinion,educationalsystems,
laws, courts, professions, ideologies, regulatorystructures,
awards and prizes, certificationand accreditationbodies, gov-
ernmental endorsements and requirements-they under-
scored the multiplicityand diversityof institutionalsources
and belief systems found in modern societies. Followingthis
insight, more recent work has moved away from a conception
of the institutionalenvironmentto one of multipleinstitutional
environments (DiMaggioand Powell, 1983; Meyer and Scott,
1983).
Fourth,there is the recognitionthat, in modern, rationalized
societies, the forms and sources of social beliefs and other
types of symbolic systems have themselves become more
rationalized:folkways and traditionsand customs give way to
laws, rules, and regulations;and elders' councils and other
forms of traditionalauthorityare replaced by the nation-state,
498/ASQ, December 1987
Institutional Theory

the professions, and rationalized systems of law. Thus, this

version of institutional theory tends to shift attention away
from such environmental elements as the market, the loca-
tion of resources and customers, and the number and power
of competitors, in order to call attention to the role of other
types of actors, such as the state and professional associa-
tions, that shape organizational life both directly by imposing
constraints and requirements and indirectly by creating and
promulgating new rational myths.
Finally, with the shift to a focus on symbolic aspects of envi-
ronments and their sources, this version of institutional theory
has both contributed to and benefited from the resurgence of
interest in culture. Thus, this institutional theory provides a
bridge for students of organizations to link to the insightful
work of Berger, Bourdieu, Douglas, Foucault, Geertz, and
Wuthnow, to name only some of the leading contributors to
the "new" cultural approaches.
Institutions As Distinct Societal Spheres
A fourth conception of institution embraces the idea just de-
scribed of diversity among belief systems and links it with the
early, traditional view of social institutions found in general
sociology. As conventionally defined, social institutions refer
to relatively enduring systems of social beliefs and socially
organized practices associated with varying functional arenas
within societal systems, e.g., religion, work, the family, pol-
itics. In most of these traditional definitions, social institutions
are viewed as both symbolic-cognitive and normative-
systems and behavioral systems, and strong emphasis is
given to persistence and stability as a key defining character-
istic. For example, in his early, influential discussion, Hughes
(1939: 283-284) noted:
More commonly the term institution is appliedto those features of
social life which outlast biologicalgenerations or survive drasticso-
cial changes that might have been expected to bringthem to an
end.... [Thereexists] a tendency of humanbeings to get set in
their ways. Otheranimals undoubtedlyshow a similartendency, but
man alone transmitsto futuregenerationsa great numberof his ac-
quiredways of behaving. He alone gives reasons for his ways,
makes a virtueof them and glorifiesthem for their antiquity.
Hughes also anticipated Selznick's views on institutionaliza-
tion as a source of value independent of instrumental utility:
A ceremony may be celebrated by people who no longer know its
originand would repudiateits first meaning if they but knew it. A
once technicallyuseful means of achievingsome known end per-
sists as an accepted and even sacred practiceafter better technical
devices have been invented. (Hughes, 1939: 283)
Hertzler's (1961: 81) discussion of social institutions has also
had influence, and he stressed the theme of persistence in
stating, "The institutions of a society have a high degree of
stability and function as the major mechanisms for social
continuity." Hertzler (1961: 84) also placed great importance
on the external and overdetermined nature of institutional
patterns:
Especiallyimportantis the fact that they are organized,that is, es-
tablished, regularized,chartered,endorsed, and enforced, and hence
made predictableand effective in all of the common or recurrentre-
lational-functional
situations.
499/ASQ, December 1987
But finally,embedded in all of the earlytreatments, there was
the structural-functional assumption that basic needs or sur-
vival requisites were set and that the differentiationof institu-
tional spheres constituted an adaptivesocietal response to
these requirements. Institutionalanalysis consisted of de-
scribingthese differentsocial structures-for example, much
attentionwas given to the varyingbeliefs and practices in the
conduct of family life as compared to economic pursuits-
and linkingthem to a specified set of social requirements.
In a recent paper, Friedlandand Alford(1987) proposed that
this relativelyneglected conception of societal structurecan
usefully be revived,with some revision.As a startingpoint,
they asserted that the notion of society comprisingdifferen-
tiated societal spheres containingdifferentbelief systems and
defining differenttypes of social relationsis both correct and
useful. Moreover,they insisted that it is essential to introduce
substantive content into any discussion of institutions.Dif-
ferent institutionalspheres call up differentbelief systems.
Forexample,
The institutionallogic of capitalismis accumulationand the commo-
dificationof humanactivity.Thatof the state is rationalization
and
the regulationof humanactivityby legal and bureaucratichierar-
chies.... Thatof the familyis communityand the motivationof
humanactivityby unconditionalloyaltyto its members and their
welfare.... (Friedlandand Alford,1987: 36)
Friedlandand Alfordemphasized the importanceof differen-
tiated institutionalspheres with varyingsubstantive content
but did not take on the question as to why such differentia-
tion occurs.
The aspect of early institutionalarguments to which Friedland
and Alfordtook exception is the assumption-one that fre-
quently accompanies such functionalistmodels-of norma-
tive integrationor institutionalcoherence. They suggested
that there is no necessary harmonyamong various institu-
tional complexes. Moreover,there may not be consensus
within a given society regardingwhich beliefs are appropriate
for what types of activities. Any given activity-the carrying
on of productivework, the attempt to govern-can have
multiplemeanings and can be the focus of conflictingand
contradictoryinstitutionaldefinitionsand demands:
Some of the most importantstruggles between groups, organiza-
tions and classes are over the appropriaterelationbetween institu-
tions, and by which institutionallogic differentactivitiesshould be
regulatedand to which categories of persons they apply.Are access
to housing and healthto be regulatedby the marketor by the state?
Are families, churches or states to controleducation?Should repro-
duction be regulatedby state, familyor church?(Friedlandand Al-
ford, 1987: 32-33)
Thus, this version of institutionaltheory focuses attention on
the existence of a set of differentiatedand specialized cogni-
tive and normativesystems-institutional logics-and pat-
terned human activities that arise and tend to persist, in
varyingform and content, in all societies. These logics and
behaviors constitute repertoiresthat are availableto indi-
viduals and organizationsto employ in pursuitof their own in-
terests (cf. Swidler, 1986). In this view, an importantpartof
the social analyst's agenda is not only to determine which or-
ganizationscome to adopt which beliefs and practices but
500/ASQ, December 1987
Institutional Theory

also "to study why the institutionalarenas are patternedin

the way that they are or the conditions underwhich new in-
stitutionalforms develop" (Friedlandand Alford,1987: 18).
To approachthe latter issue requiresboth a greater attention
to content-to examiningthe varyingsubstantive beliefs and
behaviorsassociated with different institutionalspheres-as
well as the explicitadoptionof a societal level of analysis to
supplement the currentwork now underwayat the organiza-
tional level of analysis (fora relatedanalyticalframeworkand
agenda, cf. Burnsand Flam, 1986).
It should be clear from the four versions of institutionaltheory
reviewed that while there are some basic recurringthemes,
there nevertheless exists much variationamong contempo-
raryinstitutionaltheories of organizations.When someone
announces that he or she is conductingan institutional
analysis, the next question should be, Using which version?
THE MULTIPLE FORMSOF
INSTITUTIONAL EXPLANATION
In recent empiricalstudies, organizationalinvestigatorshave
invoked institutionalarguments in orderto explainfeatures of
organizationalstructure.While there is little disagreement
among such analysts that institutionalelements affect the
structuralcharacteristicsof organizations,a review of the cur-
rent literaturesuggests that there is littleagreement as to
how and why and where-in what parts of the structure-
such effects occur. While I did not attempt to conduct a
comprehensive survey or construct a complete listing, my
readingof the recent empiricalstudies has identifiedseven
different accounts of structuralinfluence. The accounts vary
in one or more respects: (1) what types of institutionalele-
ments are singled out for attention; (2) what influence or
causal mechanisms are identified;and (3) what aspects of or-
ganizationalstructureare affected. My categorizationscheme
placed majoremphasis on the causal arguments. My object is
not to determine which of these accounts is more or less
"institutional"in characterbut only to call attentionto the fact
that, at least at present, institutionalexplanationsare not all of
a piece.
The Imposition of Organizational Structure
Some institutionalsectors or fields contain environmental
agents that are sufficientlypowerfulto impose structural
forms and/or practices on subordinateorganizationalunits.
Nation-states do this when mandatingby law changes in ex-
isting organizationalforms or when creatinga new class of
administrativeagencies. Corporationsroutinelydo this, for
example, when structuralchanges are imposed on companies
that have been acquiredor when existing subsidiariesare
reorganized.DiMaggioand Powell (1983) referredto this type
of influence as coercive, but it may be useful to employ more
fine-graineddistinctions. Forexample, underthe category of
imposition,it seems useful to distinguishbetween two sub-
types: impositionby means of authorityvs. impositionby
means of coercive power. We would expect changes in
structuralforms imposed by authorityto meet with less re-
sistance, to occur more rapidly(see Tolbertand Zucker,1983,
on the diffusionof municipalreforms in those states that
501/ASQ, December 1987
adopted them for all cities), and to be associated with higher
levels of compliance and stabilitythan those imposed by
force. The structuralchanges should also be less superficial
and loosely coupled to participants'activities than those im-
posed by coercive power.
While institutionalistsshare with others-e.g., resource de-
pendency theorists-an interest in power processes, an in-
stitutionalperspective gives special emphasis to authority
relations:the abilityof organizations,especially publicorgani-
zations, to rely on legitimate coercion (cf. Streeck and
Schmitter, 1985).
The Authorization of Organizational Structure
A related but distinct type of institutionalmechanism involves
the authorizationor legitimationof the structuralfeatures or
qualitiesof a local organizationalform by a superordinateunit.
The feature that distinguishes this mode from the case of im-
position is that the subordinateunit is not compelled to con-
form but voluntarilyseeks out the attention and approvalof
the authorizingagent. As DiMaggioand Powell (1983) noted,
this type of normativepressure is especially likelyto be found
in professional sectors and organizations.Thus, voluntary
hospitals in the U.S. are not requiredas a conditionof their
operationto receive accreditationfrom the Joint Commission
on Accreditationof Hospitals,but most find it in theirown in-
terests to seek out such legitimation.Intheir study of the
populationof voluntarysocial service agencies operatingin
Toronto,Canadaduringthe period 1970-1980, Singh, Tucker,
and House (1986) measured such authorizationmechanisms
as being listed in the Community Directory of Metropolitan
Torontoand receipt of a charitableregistrationnumberissued
by Revenue Canada.Such voluntarilysought indicatorswere
treated as signifying"externallegitimacy"-as indicatingthat
the organizationslisted had been "endorsed by powerfulex-
ternal collective actors" (Singh,Tucker,and House, 1986:
176). Theiranalyses providestrong evidence that the receipt
of such endorsements was associated with improvedlife
chances: listed organizationsshowed significantlyhighersur-
vival rates than those that were unlisted over the periodsur-
veyed.
I use the term "authorization"in this context in orderto con-
nect this mechanism directlywith an earliertreatment of au-
thoritynorms. In discussing the sources of authority,
Dornbuschand Scott (1975: 56-63) defined "authorization"
as the process by which norms supportingthe exercise of
authorityby a given agent are defined and enforced by a su-
perordinateunit. Authorityis legitimatedpower; legitimated
power is normativelyregulatedpower. When an organiza-
tion's power is "authorized"it is, presumptively,supported
and constrained by the actions of officials superiorto it and in
a position to oversee its appropriateuse.
In many arenas there are multiplepossible sources of autho-
rization.Organizationsmust determine to which, if any, ex-
ternal sponsors to connect. There are often costs as well as
gains associated with such choices. Organizationsmay have
to modify their structures and/oractivities in variousways in
order to acquireand maintainthe support of externalagents;
and, at a minimum,they must provideinformationand access
502/ASQ, December 1987
Institutional Theory

to the representatives of these bodies. The frequent occur-

rence of authorizationprocesses across a wide varietyof
sectors, however, suggests that, for many types of organiza-
tions, the gains associated with these externalconnections
far outweigh the costs.
The Inducement of Organizational Structure
Many institutionalsectors lackagents with power or authority
to impose their own structuraldefinitionson local organiza-
tional forms, but they may be in a position to providestrong
inducements to organizationsthat conform to their wishes.
Relativelyweak nation-states, like the U.S., often resort to
such market-likecontroltactics because they lack the au-
thorityto impose their programson subordinateunits, espe-
ciallywhen the subordinateunits are lodged in a differenttier
of the federalist "cake" from the controlagent. Forexample,
the U.S. government frequentlyis able to obtaincontrolover
funding streams within a given societal sector such as educa-
tion or health care but lacks authorityover programmaticele-
ments, which remain under the control of local organizational
officials or assorted professions (Scott, 1982; Meyer, 1983;
Scott and Meyer, 1983).
Inducementstrategies create structuralchanges in organiza-
tions and organizationalfields by providingincentives to orga-
nizationsthat are willingto conform to the agent's conditions.
Typically,the fundingagent specifies conditionsfor remaining
eligible for continuationof fundingor reimbursementfor work
performed. Usuallythe recipientorganizationmust provide
detailed evidence concerning continuingstructuralor proce-
duralconformityto requirements-accounts of who per-
formed the work; how the work was performed;on whom
the work was performed-in the form of periodicreports.
Complex accounting controlsystems are employed because
more straightforwardcommand-and-complianceauthorityis
lacking.
DiMaggio's(1983) study of the effects of controls exercised
by the NationalEndowmentfor the Arts (NEA)provides a
carefullyresearched example of this type of influence
strategy. This study, along with a second conducted by
Meyer, Scott, and Strang (1987) on federal fundingof educa-
tionalprograms,points to importanteffects of this approach,
in particular,to where the structuralchanges are most likely
to occur. Inducementstrategies create increased organiza-
tional isomorphism (structuralsimilarity),but more so at the
intermediatethan the operative organizationalfield level. The
majoreffects reportedby DiMaggiowere on the states' arts
councils their existence, form and functions being specified
by NEAas a conditionfor eligibilityof states for funding-
ratherthan on the arts organizationsthemselves. Similarly,
the majoreffects of federallyfunded programswe observed
in our research on educationalsystems were to be found at
the level of the several states' educationalagencies and the
districtoffice level ratherthan at the level of the local school
-although such programswere designed to influence the
behaviorof school teachers, not districtand state adminis-
trators (Meyer, Scott, and Strang, 1987).
Fora great many reasons, organizationalstructures created
by inducements are unlikelyto have strong or lasting effects
503/ASQ, December 1987
on the organizationalperformancethey are intendedto affect.
Usually,they constitute only one of many fundingstreams on
which the organizationrelies to sustain its performance,and
organizationalparticipantsseem to have a strong aptitudefor
co-minglingfunds from various sources in carryingon their
operations in pursuitof organizationallydefined purposes
(Sproull,1981). The fundingagent's distinctivepurposes are
more likelyto be reflected in the preparationof organizational
"accounts"-both fiscal and retrospectivereporting-than in
the performanceof workers. An additionalexplanationof the
weakness of inducement strategies is suggested by the so-
cial psychological literaturethat reports that internalmotiva-
tion and commitment are weakened, not reinforced,by the
use of external incentives (Deci, 1971; Staw et al., 1980).
Likeimposition,the utilityof inducement processes is em-
phasized by a varietyof organizationaltheories. Institutional
theorists differ primarilyin stressing the somewhat unex-
pected importanceof these mechanisms for governmental
units.
The Acquisition of Organizational Structure
Probablythe influence process most widely studied by insti-
tutionalanalysts has involvedthe acquisition-the deliberate
choosing-of structuralmodels by organizationalactors.
Whether because of memetic or normativemechanisms (Di-
Maggio and Powell, 1983), organizationaldecision makers
have been shown to adopt institutionaldesigns and attempt
to model their own structures on patternsthought to be, var-
iously, more modern, appropriate,or professional.
In analyses by Tolbertand Zucker(1983) of municipal
agencies' adoptionof civil service reformsand by Fligstein
(1985) of the spread of multidivisionalforms among large U.S.
corporations,the diffusionof a novel organizationalpatternis
shown to spread across a field of similar,autonomous organi-
zations. When a new structuralpatternis voluntarilyadopted
by organizationalmanagers-in contrast to the situations de-
scribed above in which the majorimpetus for the change
comes from outside the organization-then analysts must at-
tempt to rule out an obvious competing explanation:that the
changes are embraced for efficiency reasons-because they
are expected to improvetechnical performance.This is easier
said than done. The approaches employed to date are indi-
rect, and the results are subject to varyinginterpretations.For
example, as noted above, Tolbertand Zuckerargued that "in-
ternal,"e.g., demographic,characteristicsof cities predicted
adoption of civil service reforms in earlierbut not later pe-
riods, asserting that the formerofficialswere drivenby ra-
tional motives (an interest in excluding immigrantsand
improvingcontrol),while later adoptorswere motivated by
conformitypressures or a concern to appear up-to-date.
However, it could well be that latercity officials confronted
differenttypes of governance issues-giving rise to a dif-
ferent set of internalproblems-to which civilservice reform
was viewed as a rationalsolution.
In comparisonwith imposed or induced structuralchanges,
one would expect acquiredchanges to be less superficial.
Organizationalmanagers should be more committed to them
and in a better position than externalagents to encourage
504/ASQ, December 1987
Institutional 1uneory

their adoptionand implementationor, if necessary, to inspect

and enforce conformityto them.
The Imprinting of Organizational Structure
While there have been relativelyfew empiricalstudies of im-
printing-the process by which new organizationalforms ac-
quire characteristicsat the time of their foundingthat they
tend to retaininto the future-this phenomenon has been
much discussed since it was first described by Stinchcombe
(1965).
In his originalessay, Stinchcombe (1965: 153-164) offered il-
lustrativeevidence concerningthe imprintingprocess by
noting how the basic features of various industries-the
characteristicsof the laborforce, establishment size, capital
intensity, relativesize of the administrativebureaucracy,rela-
tive size of staff vs. line personnel, and proportionof profes-
sionals within the administration-varied systematicallyby
time of founding. In a later study, Kimberly(1975) showed
that the type of program,staffing, and structures employed
within a populationof rehabilitationorganizationsvariedac-
cordingto when the units were created.
The mechanism posited to account for these results seems
highlyconsistent with the views of those theorists who see
institutionalization as a process entailingthe creationof re-
ality. It embodies their centralargumentthat organizations
acquire certain structuralfeatures not by rationaldecision or
design but because they are taken for grantedas "the way
these things are done." Thatthis form is taken for granted is
then argued to be an importantbasis for its persistence over
time.
The Incorporation of Organizational Structure
In their own broadversion of "neo-institutional"theory,
Marchand Olsen (1984) pointed out that everythingthat
happens is not necessarily intended, that every outcome is
not the result of a conscious decision process. This general
argument helps to account for some of the effects of institu-
tional environments I and my colleagues have attempted to
describe in a numberof recent studies (Meyerand Scott,
1983; Scott and Meyer, 1987; Meyer et al., 1988).
It is a well-known propositionin open systems theory that or-
ganizationswill tend to map the complexityof environmental
elements into their own structures (Buckley,1967). We have
pursued empiricallya specific instance of this prediction:that
"organizationsoperatingin more complex and conflicted en-
vironments will exhibit greater administrativecomplexity and
reduced programcoherence" (Scott and Meyer, 1987: 129).
To test this argument,we have focused research attentionon
the organizationof societal sectors that are both centralized
and fragmented-a situation,we argue, that creates dispro-
portionaladministrativecomplexity in local organizationsat-
tempting to relate to them (see also Meyer and Scott, 1983).
The argument here is not that environmentalagents, by
power and/or authority,always requireadministrativedevel-
opment, nor is it that environmentalagents necessarily pro-
vide incentives for administrativeelaboration,nor is it that
organizationalmanagers always consciously decide to add
505/ASQ, December 1987
components to their administrativestructures in orderto deal
more effectively with a differentiatedenvironment,although
any or all of these processes may be involved.Rather,it is
that via a broadarrayof adaptive mechanisms occurringover
a period of time and rangingfrom co-optationof the repre-
sentatives of relevant environmentalelements to the evolu-
tion of specialized boundaryroles to deal with strategic
contingencies, organizationscome to mirroror replicatesa-
lient aspects of environmentaldifferentiationin their own
structures. They incorporateenvironmentalstructure.
This type of institutionalizationprocess, in which organiza-
tional structure evolves over time throughan adaptive, largely
unplanned,historicallydependent process, is perhaps most
consistent with Selznick'sversion of institutionalization theory.
The Bypassing of Organizational Structure
Yet another view of the relationbetween institutionalenvi-
ronments and organizationalstructuredeveloped out of our
research on schools. We have proposed that, in importantre-
spects, much of the orderlinessand coherence present in
Americanschools is based on institutionallydefined beliefs
ratherthan on organizationalstructures (Meyer, Scott, and
Deal, 1981).
Of course, it is the case for schools, as virtuallyall of the ar-
guments summarizedup to this point assert, that institutional
beliefs, rules, and roles come to be coded into the structure
of educationalorganizations.Thus, as Meyer and Rowan
(1978: 96) argued:
In modern society . . . educationalorganizationshave good reasons
to tightlycontrol propertiesdefined by the wider social order. By in-
corporatingexternallydefined types of instruction,teachers, and
students into their formalstructure,schools avoid illegitimacyand
discreditation.
But in later, related research on the belief systems and the
existence of rules reportedby variousclasses of school par-
ticipants-superintendents, principals,teachers-we discov-
ered a good deal of consensus across these role groups on
the extent of educationalpolicy on curricularmaterials,
grades, student conduct, and similarmatters. However, such
agreements were little affected by organizationalboundaries:
teachers and principalswithin the same school as well as
teachers, principals,and superintendents in the same district
did not show higher levels of consensus on educationalpoli-
cies than that present across the role groups generally-
groups whose members were selected from a diverse
sample of schools in an urbanmetropolitanarea.
We proposed that the high level of "overallagreement about
the extent of formalpolicies and the areas to which they
apply"was the result not of organizationalbut of institutional
processes:
Accordingto this view, agreements on the natureof the school
system and the norms governingit are worked out at quite general
collective levels (throughpoliticalprocesses, the development of
common symbols, occupationalagreements). Each school and dis-
trict-and each teacher, principal,and districtofficer-acquires an
understandingof the educationalprocess and divisionof labor,not
from relatingto others within the same organizationalunit, but from
participatingin the same institutionalenvironment,from sharingthe
506/ASQ, December 1987
Institutional Theory

same educational"culture."(Meyer, Scott, and Deal, 1981:

159-160)
Today I would amend the argumentto includestudents and
parents among the primarycarriersof the culturalbelief
system.
Such shared conceptions and symbols provideorder not only
by being mapped into organizationalforms and procedures
but also by their direct influence on the beliefs and behaviors
of individualparticipants,the presence of which makes their
organizationalembodiment less essential. They are em-
bedded in the culturalinfrastructure.Organizationalstructures
may only be requiredto support and supplement those cul-
turalsystems that exercise a direct influence on participants.
Accordingto such an argument,the existence of strong insti-
tutionalenvironments may, under some conditions, reduce
ratherthan increase the amount or elaborateness of organiza-
tional structure. Culturalcontrols can substitute for structural
controls. When beliefs are widely shared and categories and
procedures are taken for granted, it is less essential that they
be formallyencoded in organizationalstructures.
As shown above, previous work has identifieda varietyof
mechanisms and proposed a numberof diverse arguments as
to how institutionalelements affect organizationalstructures.
Since the arguments made are quite varied-and at least
some of them make competing predictions-institutional an-
alysts need to become more articulateabout the alternative
paths by which institutionalprocesses exert their effects and
the factors determiningsuch paths. The seven specific
mechanisms I have detected in the empiricalliteraturemay or
may not hold up as distinct types of institutionalpressures or
forces. In any case, I would argue that sorting out and codi-
fying these arguments is an essential accompanimentto the
maturationof institutionaltheory.

INTERESTSAND INSTITUTIONS
Organizations and Interests
The institutionalfeatures of environmentsare receivingin-
creasing attention, in ways I have tried to document, as im-
portantdeterminantsof the structureand functioningof
organizations.Untilthe introductionof institutionalconcep-
tions, organizationswere viewed primarilyas production
systems and/orexchange systems, and their structures were
viewed as being shaped largelyby their technologies, their
transactions, or the power-dependency relationsgrowing out
of such interdependencies. Environmentswere conceived of
as task environments: as stocks of resources, sources of in-
formation,or loci of competitors and exchange partners.
While such views are not wrong, they are clearlyincomplete.
Institutionaltheorists have directed attentionto the impor-
tance of symbolic aspects of organizationsand their environ-
ments. They reflect and advance a growing awareness that
no organizationis just a technical system and that many or-
ganizationsare not primarilytechnical systems. All social
systems-hence, all organizations-exist in an institutional
environmentthat defines and delimits social reality.And just
as with technical environments, institutionalenvironmentsare
507/ASQ, December 1987
multiple,enormously diverse, and variableover time. To ne-
glect their presence and power is to ignore significantcausal
factors shaping organizationalstructures and practices: to
overlookthese variablesis to misspecify our causal models.
In his recent paper, DiMaggio(1988: 4-5) argued that institu-
tional theory tends to "defocalize"interests in the explanation
of human behavior.Ratherthan assuming the common utili-
tarianposition that actors attempt to pursue their interests,
he suggested, institutionalarguments emphasize (1) factors
such as norms or taken-for-grantedassumptions "that make
actors unlikelyto recognize or to act upon their interests" and
(2) circumstances such as behavioralconstraintsor cognitive
limitations"that cause actors who do recognize and try to act
upon their interests to be unable to do so effectively."
By contrast, based on the review reportedabove, it does not
seem to me correct to conclude, as did DiMaggio,that most
institutionalarguments deny "the realityof purposive,in-
terest-driven"behavioreither on the partof organizationsor
their participants.Rather,institutionaltheory reminds us that
interests are institutionallydefined and shaped (cf. Friedland
and Alford,1987: 20). Institutionalframeworksdefine the
ends and shape the means by which interests are determined
and pursued. Institutionalfactors determine that actors in one
type of setting, called firms, pursue profits;that actors in an-
other setting, called agencies, seek largerbudgets; that
actors in a thirdsetting, called politicalparties, seek votes;
and that actors in an even stranger setting, research universi-
ties, pursue publications.
Moreover,institutionaltheorists call attentionto the truththat
rules themselves are importanttypes of resources and that
those who can shape or influence them possess a valuable
form of power. As Burns (1986: 28-29) noted:
Rule systems as importantsocial technologies become resources
and stakes in social interactionand the strategic structuringof social
life. Thus, they cannot be viewed as simply "neutral"or "technical
means" of realizingcertain purposes.... [Theyconstitute] a power
resource which social agents utilizein their struggles and negotia-
tions over alternativestructuralforms and development of social
systems, serving their interests.
Institutional Actors and Interests
Shifting levels of analysis, institutionaltheorists can usefully
not only inquireinto the ways in which institutionalfeatures
shape organizationalstructures but can also examine the de-
terminantsof institutionalsystems themselves. This is a
broadand complex topic concerningwhich I offer here only a
few general observations.
DiMaggioand Powell (1983: 147) correctlyidentifiedthe na-
tion-state and the professions as the primarymodern shapers
of institutionalforms, as, in their terms, "the great rational-
izers of the second half of the twentieth century."While both
are forces for rationalization,that should not lead us to as-
sume that they share the same interests or that they will
necessarily espouse similarinstitutionalforms. Giventhe
power, state officials are more likelyto create bureaucratic
arrangementsthat centralizediscretionat the top of the
structureand allow relativelylittleautonomy to local man-
agers and providers(Simon, 1983). Professionalbodies, by
508/ASQ, December 1987
contrast, will generallypreferweaker and more decentralized
administrativestructures that locate maximumdiscretionin
the hands of individualpractitioners.Both forms embody ra-
tional assumptions and modes of consciousness but posit
different foci of discretion, giving rise to quite differentstruc-
turalarrangements (Scott, 1985).
The modes or mechanisms employed to disseminate struc-
tures are also expected to vary between the two classes of
actors. State actors are more likelyto employ coercion or in-
ducement in pursuingtheir ends, and they are more likelyto
attempt to create a formalorganizationalnetworkto carryout
their purposes. The professions are expected to rely primarily
on normativeand/ormemetic influences and to attempt to
create culturalforms consistent with their own aims and be-
liefs. Of course, to the extent possible, they will enlist the
backingof state authoritiesfor their models. Whether or not
state power is employed to support or undercutprofessional
patterns will vary over time and place. The examinationof
these struggles and alliances is an importantanalytickey to
understandingthe shaping of contemporaryinstitutionalenvi-
ronments (see, e.g., Larson,1977; Starr,1982; Friedson,
1986).
Which environmentalagents are able to define the reigning
forms of institutionalstructurewill be determined largelyby
politicalcontests among competing interests. The term "po-
litical"as employed here should be interpretedin the
broadest possible way, since outcomes will be influenced not
only by differentialresou`rcesand sanctioningfacilitiesbut will
also be strongly shaped by the agents' differentialabilityto
lay successful claim to the normativeand cognitive facets of
politicalprocesses: those identifiedby such concepts as au-
thority,legitimacy,and sovereignty. Outcomes will also be in-
fluenced by the structureof the state itself and its relationto
and penetrationof society (see, e.g., Berger, 1981; Burawoy,
1985; Evans, Rueschemeyer, and Skocpol, 1985).
To pursue these matters, organizationalscholars must in-
creasingly linktheir energies and interests with those of the
new breed of politicalscientist/sociologist, who is not only
"bringingthe state back in" as an importantinstitutionalactor
in its own rightbut reconceptualizingpoliticalsystems in
ways that reveal the varied role that politicaland legal struc-
tures play in shaping the institutionalframeworkswithin
which organizationsof varyingtypes operate. As with the in-
troductionof culturalinterests, institutionaltheorists are well
situated to providea vital bridge to bringthese insights into
the domain of organizationtheory.
CONCLUSION
A review of both institutionaltheories and recent empirical
studies employing institutionalarguments reveals much di-
versity. Differentdefinitionsare employed and a varietyof
causal arguments are subsumed underthis general perspec-
tive. I identifiedthese differences not to enshrine or condemn
them but to facilitateclarificationand orderlydevelopment. I
have also suggested that institutionalarguments need not be
formulatedin opposition to rationalor efficiency arguments
but are better seen as complementing and contextualizing
them.
509/ASQ, December 1987
 Throughout,I have attempted to sound an optimisticnote. In-
stitutionaltheory is at an earlystage of development. Adoles-
cents have their awkwardness and their acne, but they also
embody energy and promise. They requireencouragement as
well as criticism if they are to channel their energies in pro-
ductive directions and achieve their promise.
REFERENCES
Barnard, Chester I. DiMaggio, Paul J., and Walter W. Kimberly, John R.
1938 The Functions of the Execu- Powell 1975 "Environmental constraints
tive. Cambridge, MA: Harvard 1983 "The iron cage revisited: Insti- and organizational structure: A
University Press. tutional isomorphism and col- comparative analysis of reha-
Berger, Peter L., Brigitte Berger, lective rationality in organiza- bilitation organizations." Ad-
and Hansfried Kellner tional fields." American Socio- ministrative Science Quarterly,
1973 The Homeless Mind: Modern- logical Review, 48: 147-160. 20: 1-9.
ization and Consciousness. Dornbusch, Sanford M., and W. Larson, Magali Sarfatti
New York: Random House, Richard Scott 1977 The Rise of Professionalism:
Vintage Books. 1975 Evaluation and the Exercise of A Sociological Analysis.
Berger, Peter L., and Thomas Authority. San Francisco: Berkeley, CA: University of
Luckmann Jossey-Bass. California Press.
1967 The Social Construction of Re- Evans, Peter B., Dietrich Ruesche- March, James G., and Johan P.
ality. New York: Doubleday. meyer, and Theda Skocpol (eds.) Olsen
Berger, Suzanne (ed.) 1985 Bringing the State Back In. 1984 "The new institutionalism: Or-
1981 Organizing Interests in Cambridge: Cambridge Uni- ganizational factors in political
Western Europe: Pluralism, versity Press. life." American Political
Corporatism and the Transfor- Fligstein, Neil Science Review, 78: 734-749.
mation of Politics. New York: 1985 "The spread of the multidivi- Meyer, John W.
Cambridge University Press. sional form among large firms, 1983 "Centralization of funding and
Buckley, Walter 1919-1979." American Socio- control in educational gover-
1967 Sociology and Modern logical Review, 50: 377-391. nance." In John W. Meyer and
Systems Theory. Englewood Friedland, Roger, and Robert R. W. Richard Scott, Organiza-
Cliffs, NJ: Prentice-Hall. Alford tional Environments: Ritual and
1987 "Bringing society back in: Rationality: 179-198. Beverly
Burawoy, Michael Hills, CA: Sage.
1985 The Politics of Production. Symbols, structures and insti-
London: Verso. tutional contradiction." Paper Meyer, John W., and Brian Rowan
presented at Conference on 1977 "Institutional organizations:
Burns, Tom R. Institutional Change, Center for Formal structure as myth and
1986 "Actors, transactions and so- Advanced Study in the Behav- ceremony." American Journal
cial structures." In Ulf Him- ioral Sciences, Stanford, CA, of Sociology, 83: 340-363.
melstrand (ed.), Sociology: May 15-16. 1978 "The structure of educational
From Crisis to Science?, 2: organizations." In Marshall W.
8-37. London: Sage. Friedson, Eliot
1986 Professional Powers: A Study Meyer (ed.), Environments and
Burns, Tom R., and Helena Flam of the Institutionalization of Organizations: 78-109. San
1986 The Shaping of Social Organi- Formal Knowledge. Chicago: Francisco: Jossey-Bass.
zation: Social Rule System University of Chicago Press. Meyer, John W., and W. Richard
Theory and Its Applications. Scott, with the assistance of Brian
London: Sage. Hertzler, J. 0.
1961 American Social Institutions. Rowan and Terrence E. Deal
Deci, Edward L. Boston: Allyn & Bacon. 1983 Organizational Environments:
1971 "Effects of externally mediated Ritual and Rationality. Beverly
rewards on intrinsic motiva- Hughes, Everett C. Hills, CA: Sage.
tion." Journal of Personality 1939 "Institutions." In Robert E.
Park (ed.), An Outline of the Meyer, John W., W. Richard Scott,
and Social Psychology, 18: and Terrence E. Deal
105-115. Principles of Sociology:
283-346. New York: Barnes 1981 "Institutional and technical
DiMaggio, Paul J. & Noble. sources of organizational
1983 "State expansion and organi- structure: Explaining the struc-
zational fields." In Richard H Jepperson, Ronald L. ture of educational organiza-
Hall and Robert E. Quinn 1987 "Conceptualizing institutions, tions." In Herman D. Stein
(eds.), Organizational Theory institutionalization and institu- (ed.), Organization and the
and Public Policy: 147-161. tional effects." Paper pre- Human Services: Cross-Disci-
Beverly Hills, CA: Sage. sented at Conference on plinary Reflections: 151-179.
1988 "Interest and agency in insti- Institutional Change, Center for Philadelphia: Temple Univer-
tutional theory." In Lynne G. Advanced Study in the Behav- sity Press.
Zucker (ed.), Institutional Pat- ioral Sciences, Stanford, CA,
terns and Organizations: May 15-16.
3-21. Cambridge, MA:
Ballinger.

510/ASQ, December 1987

 Institutional Theory

Meyer, John W., W. Richard Scott, Scott, W. Richard, and John W. Streeck, Wolfgang, and Philippe C.
and David Strang Meyer Schmitter
1987 "Centralization, fragmentation, 1983 "The organization of societal 1985 "Community, market, state-
and school district com- sectors." In John W. Meyer and associations? The pro-
plexity." Administrative and W. Richard Scott, Organi- spective contribution of
Science Quarterly, 32: zational Environments: Ritual interest governance to social
186-201. and Rationality: 129-153. Bev- order." In Wolfgang Streeck
erly Hills, CA: Sage. and Philippe C. Schmitter
Meyer, John W., W. Richard Scott, (eds.), Private Interest Govern-
1987 "Environmental linkages and
David Strang, and Andrew ment: Beyond Market and
organizational complexity:
Creighton State: 1 -29. London: Sage.
Public and private schools." In
1988 "Bureaucratization without
Henry M. Levin and Tom Swidler, Ann
centralization: Changes in the
James (eds.), Comparing 1986 "Culture in action: Symbols
organizational system of
Public and Private Schools: and strategies." American So-
American public education,
128-160. New York: Falmer ciological Review, 51:
1940-1980." In Lynne G.
Press. 273-286.
Zucker (ed.), Institutional Pat-
terns and Organizations: Selznick, Philip Tolbert, Pamela S., and Lynne G.
139-167. Cambridge, MA: 1949 TVA and the Grass Roots. Zucker
Ballinger. Berkeley, CA: University of 1983 "Institutional sources of
California Press. change in the formal structure
Perrow, Charles
1957 Leadership in Administration. of organizations: The diffusion
1986 Complex Organizations: A
New York: Harper & Row. of civil service reforms,
Critical Essay, 3rd ed. New
York: Random House. Simon, William H. 1880-1935." Administrative
1983 "Legality, bureaucracy, and Science Quarterly, 23: 22-39.
Schutz, Alfred
class in the welfare system." Williamson, Oliver E.
1962 Collected Papers, vols. 1 and
Yale Law Journal, 92: 1981 "The economics of organiza-
2. Maurice Natanson, ed. The
1198-1269. tions: The transaction cost ap-
Hague: Nijhoff.
Singh, Jitendra V., David J. Tucker, proach." American Journal of
Scott, W. Richard Sociology, 87: 548-577.
and Robert J. House
1982 "Health care organizations in 1985 The Economic Institutions of
1986 "Organizational legitimacy and
the 1980s: The convergence Capitalism. New York: Free
the liability of newness." Ad-
of public and professional con- Press.
ministrative Science Quarterly,
trol systems." In Allen W.
31: 171 -193. Wuthnow, Robert, James Davison
Johnson, Oscar Grusky and
Bertram H. Raven (eds.), Con- Sproull, Lee S. Hunter, Albert Bergesen, and Edith
temporary Health Services: 1981 "Response to regulation: An Kurzweil
Social Science Perspectives: organizational process frame- 1984 Cultural Analysis. Boston:
177-195. Boston: Auburn work." Administration and So- Routledge & Kegan Paul.
House. ciety, 12: 447-470. Zucker, Lynne G.
1985 "Conflicting levels of ratio- Starr, Paul 1977 "The role of institutionalization
nality: Regulators, managers 1982 The Social Transformation of in cultural persistence." Amer-
and professionals in the med- American Medicine. New York: ican Sociological Review, 42:
ical care sector." Journal of Basic Books. 726-743.
Health Administration Educa- 1983 "Organizations as institutions."
tion, 3, part 2: 113-131. Staw, Barry M., B. J. Calder, R. K. In Samuel B. Bacharach (ed.),
1987 Organizations: Rational, Nat- Hess, and L. E. Sandelands Research in the Sociology of
ural and Open Systems, 2d ed. 1980 "Intrinsic motivation and Organizations, 2: 1 -47.
Englewood Cliffs, NJ: Pren- norms about payment." Greenwich, CT: JAI Press.
tice-Hall. Journal of Personality, 48: 1987 "Institutional theories of orga-
1 -14. nizations." Annual Review of
Stinchcombe, Arthur L. Sociology, 13: 443-464. Palo
1965 "Social structure and organiza- Alto, CA: Annual Reviews.
tions." In James G. March
(ed.), Handbook of Organiza-
tions: 142-193. Chicago: Rand
McNally.

51 1/ASQ, December 1987