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Hi Ken
thank you for your lectures, which are very concise and clearly explained. I really appreciate them.
May I ask you about ‘institutional theory’. (I did do a Google search but could not get an answer to my question).
I am wondering, does this always have a negative connotation? e.g. When identifying it in a scenario. Or can it be practical to identify it and accept it as such? For example, a large firm has reluctance to change budgeting or production processes, so trying to change these strategically is inadvisable, or is advisable but would cause risk of staff friction (e.g. the formal is not a negative but a practical observation, the latter implies a negative situation that needs to be changed).
I hope I explained what I mean ok.
Thank you for your kind words.
It is not always negative because it can cause high stability in an organisation. That might sometimes be desirable. However, often flexibility is needed instead.
It shouldn’t drive stratefic change. An organisation should decide what it needs to do to have a sustainable future then overcome any resistance to change that impedes implementation of strategic decisions.
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