1 Department of Management, Aarhus BSS, Aarhus University2 Department of Business Administration - Management, Department of Management, Aarhus BSS, Aarhus University3 Department of Management, Aarhus BSS, Aarhus University
the case of certified management systems
This article investigates the organizational changes triggered by the implementation of certified management systems and explores how institutionalized organizational practices change over time. The research identifies two sources, and two distinct mechanisms of change. The first source is the regulation imposed by the European Union, the second the demand for healthier and safer workplaces being made by subordinate actors. The two mechanisms of change identified were: leverage, in which organizational actors use exogenous sources of power to leverage their demands; and accumulation, in which newly established patterns of behaviour accumulate over time, becoming the dominant mode. The article shows that, using these two mechanisms, subordinate organizational actors pursue changes in established practices. The first is 2strategic; the second is a cognitive change which forges new perceptions about what is regarded as legitimate organizational behaviour.
Academy of Management Proceeding 2012, 2012
Legitimacy; certified management systems; institutions; health and safety; organizational change
Main Research Area:
Academy of Management Meeting 2012Academy of Management Annual Meeting