Institutions and Organizations (2nd ed.)

Citation

Tyrrell, M.W.D. (2003), "Institutions and Organizations (2nd ed.)", Leadership & Organization Development Journal, Vol. 24 No. 8, pp. 469-470. https://doi.org/10.1108/01437730310505902

In Institutions and Organizations, Scott has provided the reader with an academic tour de force that is both the works greatest strength and, at the same time, its greatest weakness. The book itself is composed of nine, densely written chapters detailing the history, genealogy and current state of neo‐institutional theory across political science, sociology and business designed around Scotts’ three major aims for the work.

In the Introduction, Scott notes that the first aim of the book is “to capture and accurately reflect the richness and diversity of institutional thought … drawing on the insights of some of the greatest minds from the late nineteenth to the first year of the twenty‐first century” (p. xx). This aim is certainly achieved, at least in detailed outline form, in the first and second chapters.

The second aim of the book, started in chapter three but continued throughout the rest of the work, is “to provide a relatively comprehensive analytic framework so that the different conceptions of institutions and the variety of underlying assumptions and methodological approaches can be better understood” (p. xxi). This treatment places more emphasis on institutional thought within sociology that the other two disciplines.

Scott’s third aim is “to review and assess the burgeoning body of empirical research that has developed in recent years to test and extend institutional arguments” (p. xxi). This review and assessment is carried out in chapters five through eight, and is both extensive and well crafted. The final chapter, in which he adopts a “more personal voice” discusses current issues surrounding neo‐institutional theory, various lacunae, and his personal vision of where future research should be conducted.

In general, the work itself is both clearly written and information dense. It clearly lends itself for adoption as a senior undergraduate or graduate level text in the area. But the very qualities that make it so useful in the academic world (detailed genealogy, information density, thoughtful reflection) make it less useful in the business world.

As noted earlier, Institutions and Organizations concentrates on neo‐institutional theory. This concentration, even in the chapters (5‐8) detailing empirical work, creates a trichotomy in the value of the book based on the intended audience.

For anyone teaching, researching or studying the area of organizations, be it organizational behaviour, organizational culture, or organizational management, Scott’s work is a “must read”. No one involved in the academic analysis of organizations can afford to be unfamiliar with neo‐institutional theory and its applications, and Institutions and Organizations is the single, best examination of the area that I have encountered. The utility of Scott’s exposition is limited to neither experts nor beginners in the field but, rather, encompasses the gamut of organizational researchers from undergraduates to seasoned professionals. For students of the field, the clear layout of the arguments, the copious references, and the clear explanation of concepts is a boon. For instructors, the breadth and depth of explanation, the complex interlinking of multiple disciplines and conceptual genealogies is both a delight and a model of presentation.

The second audience I want to consider is that of the organizational consultant. As with the academic audience, Institutions and Organizations is a “must read”. Unlike those in academia, however, the utility is not readily apparent. The work itself, despites Scott’s aim “to review and assess the burgeoning body of empirical research” does not go into much detail on how to apply the theory. Indeed, under no circumstances could Institutions and Organizations be perceived as a “how to” book.

Despite the lack of specifically detailed scripts and methods, Institutions and Organizations is of use to organizational consultants. In particular, it serves to:

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  act as a “mind opener” to new developments in the field while, at the same time; and

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  provide a detailed list of other sources that can better be converted into methodological scripts.

While it is a “must read”, it should be read between contracts as a way of understanding developments in the field and encouraging new modes of thought.

The final audience I want to consider is that of the organizational executive. From a pragmatic, bottom‐line, “dollars and cents” position, this work is, at first glance, useless. This initial assessment, however, is flawed. As recent events in many organizations (e.g. Nortel, Enron, Gateway, etc.) have shown, an understanding of the reality underlying the day to day operations of organizations, i.e. the institutions that operate with them, is imperative.

No executive operating within a volatile industry, and what industry is not volatile these days, can afford to not understand at least the basics of institutions. And, while an executive might complain that the work is too much a part of the “ivory tower”, I sincerely doubt if any other work could come close to providing non‐specialists with the same overview.