Institutional entrepreneurship in mature fields: The big five accounting firms
R Greenwood, R Suddaby - Academy of Management journal, 2006 - journals.aom.org
Academy of Management journal, 2006•journals.aom.org
This study examines change initiated from the center of mature organizational fields. As
such, it addresses the paradox of embedded agency—that is, the paradox of how actors
enact changes to the context by which they, as actors, are shaped. The change examined is
the introduction of a new organizational form. Combining network location theory and
dialectical theory, we identify four dynamics that form a process model of elite institutional
entrepreneurship.
such, it addresses the paradox of embedded agency—that is, the paradox of how actors
enact changes to the context by which they, as actors, are shaped. The change examined is
the introduction of a new organizational form. Combining network location theory and
dialectical theory, we identify four dynamics that form a process model of elite institutional
entrepreneurship.
This study examines change initiated from the center of mature organizational fields. As such, it addresses the paradox of embedded agency—that is, the paradox of how actors enact changes to the context by which they, as actors, are shaped. The change examined is the introduction of a new organizational form. Combining network location theory and dialectical theory, we identify four dynamics that form a process model of elite institutional entrepreneurship.
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