Getting acceptance that radically new working practices are required: institutionalization of arguments about change in a healthcare organization

John A.A. Sillince, Gopalakrishnan Harindranath, Charles E. Harvey

Research output: Contribution to journalArticle

11 Citations (Scopus)

Abstract

This article considers data from a hospital that was introducing an experimental new facility onto an existing site, including the process of institutionalization of the argument 'The new facility requires radically new working practices.' The data are used to test a proposed integration of Barley and Tolbert's (1997) model of the psychological mechanisms involved in institutionalization with a political model of how motives vary during the stages of organizational change. There is some empirical support for a congruence between the two models, namely, that psychological encoding matches with political recognition, psychological enactment matches with political transition, and psychological replication and externalization match with political consolidation.
Original languageEnglish
Pages (from-to)1421-1454
Number of pages33
JournalHuman Relations
Volume54
Issue number11
Publication statusPublished - 2001

Keywords

  • institutionalisation
  • organisational change
  • rhetoric
  • health
  • change management

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