Antecedentes de la institucionalización de las organizaciones
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Publicado
18-09-2018
Emilio Pablo Díez de Castro
Francisco Díez Martín
Adolfo Vázquez Sánchez
Resumen
Esta investigación es un intento de avanzar en la comprensión de por qué las organizaciones son sensibles a la institucionalización. Para ello, describimos los elementos clave que ayudan a explicar el origen del proceso corporativo de institucionalización. Además, se ha seguido una metodología de investigación cualitativa, utilizando la técnica del 'concept mapping', para agrupar en constructos los diferentes ítems que actúan como factores motivadores de la transformación de las organizaciones en instituciones. Metodológicamente hemos tratado de obviar la separación entre viejo y nuevo institucionalismo siguiendo a los autores que cuestionan la conveniencia de trazar una línea divisoria entre la "vieja" y la "nueva" teoría. Consideramos que el papel del CEO es esencial en el impulso del proceso de institucionalización, aunque en muchas ocasiones sus decisiones estén apoyadas o hayan pasado por el filtro de los equipos de gobierno de la organización o de los consejos de administración. Cualquier impulso que realice la organización dependerá fundamentalmente de las capacidades, las sensaciones, la formación y el modo de pensar del CEO.
Los resultados refuerzan varios de los temas claves sugeridos en la literatura sobre Teoría Institucional. En particular, se establece una clasificación con los motivos que dan origen a las iniciativas institucionales, a saber: autoridad institucional; ventaja en gestión; e, implicación social. Esta clasificación es coincidente, en una gran medida, con los pilares de la institucionalización que han sido definidos en la literatura de la teoría institucional, ayudando a comprender,
Cómo citar
Díez de Castro, E. P., Díez Martín, F., & Vázquez Sánchez, A. (2018). Antecedentes de la institucionalización de las organizaciones. Cuadernos De Gestión, 15(1), 15–38. https://doi.org/10.5295/cdg.130416ed
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Keywords
Teoría institucional, institucionalización, iniciativa institucional, motivación gerencial, responsabilidad social de los negocios
References
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Bansal, P. y Roth, K., 2000. Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43 (4), 717–736.
Barnett, M.L., 2007. Tarred and untarred by the same brush: exploring interdependence in the volatility of stock returns. Corporate Reputation Review, 10 (1), 3–21.
Barth, M.C., 2004. A low-cost, post hoc method to rate overall site quality in a multisite demonstration. American Journal of Evaluation, 25 (1), 79–97.
Bartlett, A. y Preston, D., 2000. Can ethical behaviour really exist in business? Techniques, 23 (2), 199–209.
Baum, J. y Oliver, C., 1991. Institutional linkages and organizational mortality. Administrative Science Quarterly, 36 (2), 187–218.
Brønn, P.S. y Vidaver-Cohen, D., 2009. Corporate motives for social initiative: legitimacy, sustainability, or the bottom line? Journal of Business Ethics, 87, 91–109.
Bitektine, A., 2011. Toward a theory of social judgments of organizations: the case of legitimacy, reputation, and status. Academy of Management Review, 36 (1), 151–179.
Campbell, J.L., 2007. Why would corporations behave in socially responsible ways ? An institutional theory of corporate social responsibility. Academy of Management Review, 32 (3), 946–967.
Carroll, A.B., 1979. A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4 (4), 497–505.
Chen, J.C., Patten, D.M. y Roberts, R.W., 2008. Corporate charitable contributions: A corporate social performance or legitimacy strategy? Journal of Business Ethics, 82, 131–144.
Cho, C.H. y Patten, D.M., 2007. The role of environmental disclosures as tools of legitimacy: A research note. Accounting, Organizations and Society, 32 (7-8), 639–647.
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Garud, R.; Hardy, C. y Maguire, S, 2007. Institutional Entrepreneurship as Embedded Agency: An Introduction to the Special Issue. Organization Studies, 28 (7), 957–969.
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Graafland, J. y Van der Ven, B., 2006. Strategic and moral motivation for corporate social responsibility, Journal of Corporate Citizenship, 22, 111–124.
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Hambrick, D.C. y Mason, P.A., 1984. Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9 (2), 193–206.
Hart, S.L., 1995. A natural-resource-based view of the firm. Academy of Management Review, 20 (4), 986–1014.
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Jackson, K. M. y Trochim, W. M. K., 2002. Concept mapping as an alternative approach for the analysis of open-ended survey responses. Organizational Research Methods, 5 (4), 307-336.
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Ashforth, B.E. y Gibbs, B.W., 1990. The double-edge of organizational legitimation. Organization Science, 1 (2), 177–194.
Bacharach, S.B., 1989. Organizational theories: Some criteria for evaluation. Academy of Management Review, 14 (4), 496-515.
Bansal, P. y Roth, K., 2000. Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43 (4), 717–736.
Barnett, M.L., 2007. Tarred and untarred by the same brush: exploring interdependence in the volatility of stock returns. Corporate Reputation Review, 10 (1), 3–21.
Barth, M.C., 2004. A low-cost, post hoc method to rate overall site quality in a multisite demonstration. American Journal of Evaluation, 25 (1), 79–97.
Bartlett, A. y Preston, D., 2000. Can ethical behaviour really exist in business? Techniques, 23 (2), 199–209.
Baum, J. y Oliver, C., 1991. Institutional linkages and organizational mortality. Administrative Science Quarterly, 36 (2), 187–218.
Brønn, P.S. y Vidaver-Cohen, D., 2009. Corporate motives for social initiative: legitimacy, sustainability, or the bottom line? Journal of Business Ethics, 87, 91–109.
Bitektine, A., 2011. Toward a theory of social judgments of organizations: the case of legitimacy, reputation, and status. Academy of Management Review, 36 (1), 151–179.
Campbell, J.L., 2007. Why would corporations behave in socially responsible ways ? An institutional theory of corporate social responsibility. Academy of Management Review, 32 (3), 946–967.
Carroll, A.B., 1979. A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4 (4), 497–505.
Chen, J.C., Patten, D.M. y Roberts, R.W., 2008. Corporate charitable contributions: A corporate social performance or legitimacy strategy? Journal of Business Ethics, 82, 131–144.
Cho, C.H. y Patten, D.M., 2007. The role of environmental disclosures as tools of legitimacy: A research note. Accounting, Organizations and Society, 32 (7-8), 639–647.
Cruz-Suárez, A.; Prado-Román, C. y Díez-Martín, F., 2014. Por qué se institucionalizan las organizaciones. Revista Europea de Dirección y Economía de la Empresa 23 (1), 22–30.
Cyert, R.M. y March, J.G., 1963. A behavioral theory of the firm, Englewood Cliffs, NJ: Prentice-Hall.
Dacin, M.T.: Oliver, C. y Roy, J.P., 2007. The legitimacy of strategic alliances : an institutional perspective. Strategic Management Journal, 28 (2), 169–187.
Davis, K., 1973. The case for and against business assumption of social responsibilities. Academy of Management Journal, 16 (2), 312–322.
Deephouse, D.L., 1996. Does isomorphism legitimate? Academy of Management Journal, 39 (4), 1024–1039.
Díez-Martín, F.; Medrano García, M.L. y Díez de Castro E.P. 2008. Los grupos de interés y la presión medioambiental. Cuadernos de Gestión, 8 (2), 81-96
Díez-Martín, F.; Blanco-González, A., y Prado-Román, C. 2010. Medición de la legitimidad organizativa: el caso de las Sociedades de Garantía Recíproca. Cuadernos de Economía y Dirección de la Empresa, 43, 115–144.
Díez-Martín, F.; Prado-Román, C. y Blanco-González, A., 2013. Efecto del plazo de ejecución estratégica sobre la obtención de legitimidad organizativa. Investigaciones Europeas de Dirección y Economía de la Empresa, 19 (2), 120-125.
DiMaggio, P.J. y Powell, W.W., 1983. The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48 (2), 147–160.
Dornbusch, S.M. y Scott, W.R., 1975. Evaluation and the exercise of authority. San Francisco: Jossey-Bass.
Drucker, P., 1999. Management challenges for the 21st century. Oxford: Butterworth Heinemann.
Easton, G.S. y Jarrell, S.L., 1998. The effects of total quality management on corporate performance: An empirical investigation. The Journal of Business, 71 (2), 253–307.
Fine, A. H., Thayer, C. E., y Coghlan, A. T. (2000). Program evaluation practice in the nonprofit sector. Nonprofit Management and Leadership, 10(3), 331–339.
Freeman, R.E., 1984. Strategic management: A stakeholder approach. Boston: Pitman.
Gardberg, N.A. y Fombrun, C.J., 2006. Corporate Citizenship: Creating Intangible Assets Across Institutional Environments. Academy of Management Review, 31 (2), 329–346.
Garud, R.; Hardy, C. y Maguire, S, 2007. Institutional Entrepreneurship as Embedded Agency: An Introduction to the Special Issue. Organization Studies, 28 (7), 957–969.
Glaskiewicz, J. y Colman, M.S., 2006. Collaboration between corporations and nonprofit organizations. En: Powell, W. W. y Steinberg, R. Eds. The nonprofit sector: A research handbook. New Haven CT: Yale University Press, 180-205.
Graafland, J. y Van der Ven, B., 2006. Strategic and moral motivation for corporate social responsibility, Journal of Corporate Citizenship, 22, 111–124.
Green Jr.; S.E., Li, Y. y Nohria, N., 2009. Suspended in self-spun webs of significance: A rhetorical model of institutionalization and institutionally embedded agency. Academy of Management Journal, 52 (1), 11–36.
Greenwood, R. y Suddaby, R., 2006. Institutional entrepreneurship in mature fields: The big five accounting firms. Academy of Management Journal, 49 (1), 27–48.
Hahn, T. y Scheermesser, M., 2006. Approaches to corporate sustainability among german companies. Corporate Social Responsibility and Environmental Management, 13 (3), 150–165.
Hall P. A, y Taylor, R. C. R.., 1996. Political science and the three new institutionalisms. Political. Studies. 44, 936–957.
Hambrick, D.C. y Mason, P.A., 1984. Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9 (2), 193–206.
Hart, S.L., 1995. A natural-resource-based view of the firm. Academy of Management Review, 20 (4), 986–1014.
Hatchuel, A., 2001. Towards design theory and expandable rationality: The unfinished program of Herbert Simon. Journal of Management and Governance, 5 (3-4), 260-273.
Hempel, C., 1965. Aspects of scientific explanation. New York: Free Press.
Heugens, P. y Lander, M.W., 2009. Structure! Agency! (and other quarrels): a meta-analysis of institutional theories of organization. Academy of Management Journal, 52 (1), 61–85.
Huebner, T. A. (2000). Theory-based evaluation: Gaining as shared understanding between school staff and evaluation. En Rogers, P. J.; Hacsi, T. A.; Petrosino, A. y Huebner, T.A., eds., Program theory in evaluation: Challenges and opportunities. New directions for evaluation, Vol. 87. San Francisco: Jossey-Bass.
Ingram, P. y Silverman, B. S. 2002. The new institutionalism in strategic management. Advances in Strategic Management, 19, 1–32.
Isaacson, W., 2011. Steve Jobs. Barcelona: Random House Mondadori.
Jackson, K. M. y Trochim, W. M. K., 2002. Concept mapping as an alternative approach for the analysis of open-ended survey responses. Organizational Research Methods, 5 (4), 307-336.
Kane, M. y Trochim W.M.K., 2007. Concept Mapping for Planning and Evaluation. Thousand Oaks: Sage.
Kozinets, R.V. y Handelman, J.M., 2004. Adversaries of consumption: consumer movements, activism, and ideology. Journal of Consumer Research, 31 (3), 691–704.
Kruskal, J.B. y Wish, M.W., 1978. Multidimensional Scaling, 11, Newbury Park. California: Sage University Paper.
Maguire, S. y Hardy, C., 2009. Discourse and deinstitutionalization : The decline of DDT. Academy of Management Journal, 52 (1), 148–178.
March, J. y Simon, H.A., 1958. Organizations, New York: Wiley.
Margolis, J.D. y Walsh, J.P., 2003. Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48 (2), 268–305.
Matten, D. y Moon, J., 2008. “Implicit” and “Explicit” CSR: A conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, 33 (2), 404–424.
Meyer, J. W., & Rowan, B. 1983. The structure of educational organizations. In J. W.
Meyer & W. R. Scott (Eds.), Organizational environments: Ritual and rationality, 71-97. Beverly Hills, CA: Sage.
Ostrom, E., 2000. Collective action and the evolution of social norms. Journal of Economic Perspectives, 14(3), 137–158.
Pache, A.C. y Santos, F., 2010. When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35 (3), 455–476.
Palmer, D.; Biggart, N. y Dick, B., 2008. Is the new institutionalism a theory? En Greenwood, R.; Oliver, C.; Suddaby, R. y Sahlin, K., eds. The Sage handbook of organizational institutionalism. London: Sage Publications, 739–768.
Peloza, J., 2003. Using corporate social responsibility as insurance for financial performance. California Management Review, 48 (2), 52–73.
Pfarrer, M.D.; DeCelles, K.A.; Smith, K.G. y Taylor, M.S., 2008. After the fall: Reintegrating the corrupt organization. Academy of Management Review, 33 (3), 730–749.
Porter, M.E. y Van der Linde, C., 1995. Green and competitive : Ending the stalemate green and competitive. Harvard Business Review, 73 (5), 120–134.
Rehbein, K.; Waddock, S. y Graves, S.B., 2004. Understanding shareholder activism: Which corporations are targeted? Business Society, 43 (3), 239–267.
Riquel, F.J. y Vargas, A., 2013. Las presiones institucionales del entorno medioambiental: aplicación a los campos de golf. Revista Europea de Dirección y Economía de la Empresa, 1 (1), 29-38.
Roberts, P.W. y Greenwood, R., 1997. Integrating transaction cost and institutional theories: Toward a constrained-efficiency framework for understanding organizational design adoption. Academy of Management Review, 22 (2), 346–373.
Rosas, S. R., 2005. Concept mapping as a technique for program theory development: An illustration using family support programs. American Journal of Evaluation, 26(3), 389–407
Rosas, S.R. y Camphausen, L.C., 2007. The use of concept mapping for scale development and validation in evaluation. Evaluation and Program Planning, 30, 125–135.
Ruef, M. y Scott, W.R., 1998. A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments. Administrative Science Quarterly, 43 (4), 877–904.
Russo, M. V y Fouts, P.A., 1997. A resource-based perspective on corporate environmental performance and profitability. Academy of Management Journal, 40 (3), 534–559.
Scott, W.R., 1987. The adolescence of institutional theory. Administrative Science Quarterly, 32 (4), 493–511.
Scott, W.R., 1995. Institutions and organization. Thousand Oaks: Sage Publications.
Selznick, P., 1957. Leadership in administration: A sociological interpretation. New York: Harper and Row.
Selznick, Philip 1996. Institutionalism “Old” and “New”. Administrative Science Quarterly, 41 (2), 270-277.
Sen, S. y Bhattacharya, C.B., 2001. Does doing good always lead to doing better? Consumer reactions to corporate social responsibility. Journal of Marketing Research, 38(2), 225–243.
Sharma, S., 1996. Applied Multivariate Techniques. New York: John Wiley & Sons.
Shrivastava, P., 1995. The role of corporations in achieving ecological sustainability. Academy of Management Review, 20 (4), 936–960.
Sine, W.D.; David, R.J. y Mitsuhashi, H., 2007. From plan to plant: Effects of certification on operational start-up in the emergent independent power sector. Organization Science, 18 (4), 578–594
Singh, J. V.; Tucker, D.J. y House, R.J., 1986. Organizational legitimacy and the liability of newness. Administrative Science Quarterly, 31 (2), 171–193.
Spence, M., 1973. Job market signaling. Quarterly Journal of Economics, 87 (3), 355–374.
Starr, J.A. y MacMillan, I.C., 1990. Resource cooptation via social contracting: Resource acquisition strategies for new ventures. Strategic Management Journal, 11 (4), 79–92.
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