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Meanings on Multiple Levels: The Influence of Field‐Level and Organizational‐Level Meaning Systems on Diffusion

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  • E. Geoffrey Love
  • Peter Cebon

Abstract

abstract This study considers how organization‐level and field‐level meaning systems affect when firms adopt administrative innovations. We use a sample of over 1200 manufacturing sites to test hypotheses regarding the timing of adoption of Manufacturing Best Practice programmes. The results indicate that compatibility of the diffusing practice with the organization's internal meaning system is an important predictor of when firms adopt such programmes. However, the influence of such compatibility declines for later adopters – consistent with institutional pressures in the form of field‐level meaning systems playing an increasing role over time. We also find that this decline occurs for sites with high exposure to institutional pressures, but not for sites with lower exposure. The findings suggest that internal meaning systems and differential exposure moderate the role of institutional pressures in the diffusion of administrative innovations. We discuss implications for theory and research on institutionalization and the diffusion of innovations.

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  • E. Geoffrey Love & Peter Cebon, 2008. "Meanings on Multiple Levels: The Influence of Field‐Level and Organizational‐Level Meaning Systems on Diffusion," Journal of Management Studies, Wiley Blackwell, vol. 45(2), pages 239-267, March.
    • Handle: RePEc:bla:jomstd:v:45:y:2008:i:2:p:239-267
    DOI: 10.1111/j.1467-6486.2007.00739.x
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    References listed on IDEAS

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    1. Hélène Giroux, 2006. "‘It Was Such a Handy Term’: Management Fashions and Pragmatic Ambiguity," Journal of Management Studies, Wiley Blackwell, vol. 43(6), pages 1227-1260, September.
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    3. William S. Schulze & Michael H. Lubatkin & Richard N. Dino & Ann K. Buchholtz, 2001. "Agency Relationships in Family Firms: Theory and Evidence," Organization Science, INFORMS, vol. 12(2), pages 99-116, April.
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    Cited by:

    1. Trish Reay & Samia Chreim & Karen Golden-Biddle & Elizabeth Goodrick & B. E. (Bernie) Williams & Ann Casebeer & Amy Pablo & C. R. (Bob) Hinings, 2013. "Transforming New Ideas into Practice: An Activity Based Perspective on the Institutionalization of Practices," Journal of Management Studies, Wiley Blackwell, vol. 50(6), pages 963-990, September.
    2. David Chandler, 2014. "Organizational Susceptibility to Institutional Complexity: Critical Events Driving the Adoption and Implementation of the Ethics and Compliance Officer Position," Organization Science, INFORMS, vol. 25(6), pages 1722-1743, December.
    3. Andrea Cardoni & Martin Hiebl & Alessio Paradisi, 2023. "Management accounting implementation in SMEs: A Structured Literature Review," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2023(2 Suppl.), pages 189-214.
    4. Andrea Cardoni, 2018. "Le sfide evolutive del Management Control tra relazioni strategiche, innovazione e discontinuit?: a knowledge transfer matter?," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2018(1), pages 5-15.
    5. Peer C. Fiss & Mark T. Kennedy & Gerald F. Davis, 2012. "How Golden Parachutes Unfolded: Diffusion and Variation of a Controversial Practice," Organization Science, INFORMS, vol. 23(4), pages 1077-1099, August.
    6. Yawen Gao & Jibao Gu & Hefu Liu, 2019. "Interactive effects of various institutional pressures on corporate environmental responsibility: Institutional theory and multilevel analysis," Business Strategy and the Environment, Wiley Blackwell, vol. 28(5), pages 724-736, July.
    7. Anne Jacqueminet, 2020. "Practice Implementation Within a Multidivisional Firm: The Role of Institutional Pressures and Value Consistency," Organization Science, INFORMS, vol. 31(1), pages 182-199, January.

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