Institutional projects and contradictory logics: Responding to complexity in institutional field change |
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| Affiliation: | 1. Antai College of Economics and Management, Shanghai Jiao Tong University, 1954 Huashan Road, Shanghai 200030, China;2. Leeds University Business School, University of Leeds, UK, Maurice Keyworth Building Leeds, LS2 9JT, UK;1. LOI University of Applied Sciences, the Netherlands;2. University of Johannesburg, South Africa;3. Municipality of Waddinxveen, the Netherlands;1. Aalto University, School of Science, Maarintie 8, P.O.Box 15500, FI-00076 Aalto, Finland;2. University of Oulu, Faculty of Technology, Industrial Engineering and Management, Finland;3. RMIT University, School of Property, Construction and Project Management, Australia;1. College of Public Administration, Huazhong Agricultural University, 1 Shizishan Street, Wuhan 430070, China;2. Antai College of Economics and Management, Shanghai Jiao Tong University, 1954 Huashan Road, Shanghai 200030, China;3. School of Public Policy and Administration, Chongqing University,174 Shazheng Street, Chongqing 400044, China;4. Shanghai K&Z Construction Project Management Co., Ltd., 1063 Siping Road, Shanghai 200092, China |
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| Abstract: | We develop a theory of institutional field change with project organizing at its heart by posing the question of how projects contribute to institutional field change. We do this by bringing together recent literature on institutional projects with that on institutional logics and institutional complexity to show how institutional projects can act as vectors of change in institutional fields by offering bounded spaces for working through the implications of institutional complexity. We then explore this contention empirically by examining the implementation of strategic field change in a mature, complex, institutional field. We contribute to theory in project organizing research in four ways. First, we show how projects can be complements to hybrid organizations in fields displaying volatile complexity to achieve institutional field change. Second, we respond to the call to link institutional projects with institutional logics and thereby place project organizing at the heart of change in complex institutional fields; third, we demonstrate how change in the institutional field both shapes and is shaped by interactions across the commercial interface between project owner organizations and project-based firms. Fourth we show how the development of institutional theory in project organizing research depends upon a full theorization of the institutional field in which the project is embedded. |
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