Moving further away from realist models, we come to some core ideas of modern sociological institutionalism (see DiMaggio & Powell, 1983; Powell & Di… - John W. Meyer
" "Moving further away from realist models, we come to some core ideas of modern sociological institutionalism (see DiMaggio & Powell, 1983; Powell & DiMaggio, 1991; Scott, 2001; Jepperson, 2002; Hasse & Kruecken, 2005). Here, actors are substantially empowered and controlled by institutional contexts, and these contexts go far beyond a few norms or network structures. Further, these contexts are by no means simply constructions built up by the contemporary actors themselves, but rather are likely to have prior and exogenous historical origins.
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About John W. Meyer
John Wilfred Meyer (born 1935) is an American sociologist and emeritus professor at Stanford University, located in Palo Alto, California. Beginning in the 1970s and continuing to the present day, Meyer has contributed fundamental ideas to the field of sociology, especially in the areas of education, organizations, and global and transnational sociology.
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John Wilfred Meyer
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Some institutionalist lines of thought, arising particularly in economics and political science, retain very strong notions of society as made up of bounded, purposive, sovereign, and rational actors. In economics, these might be individuals or organizations, operating in market-like environments. In political science, they might be sovereign national-states operating in an almost anarchic environment. Institutionalism, in such schemes, involves the idea that some fundamental institutional principle must be in place before systems of such actors can effectively operate. The classic core principle required in economic versions is property rights (North & Thomas, 1973). In international relations theory it is the principle of nation-state sovereignty (Krasner, 1999).
Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and increased complexity of formal organizational structures. Institutional rules function as myths which organizations incorporate, gaining legitimacy, resources, stability, and enhanced survival prospects. Organizations whose structures become isomorphic with the myths of the institutional environment-in contrast with those primarily structured by the demands of technical production and exchange-decrease internal coordination and control in order to maintain legitimacy. Structures are decoupled from each other and from ongoing activities. In place of coordination, inspection, and evaluation, a logic of confidence and good faith is employed.
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