Institutional entrepreneurship:a literature review and analysis of the maturing consulting field


With few exceptions (e.g. Fincham & Clark, 2002; Lounsbury, 2002, 2007; Montgomery & Oliver, 2007), we know little about how emerging professions, such as management consulting, professionalize and establish their services as a taken-for-granted element of social life. This is surprising given that professionals have long been recognized as “institutional agents” (DiMaggio & Powell, 1983; Scott, 2008) (see Chapter 17) and professionalization projects have been closely associated with institutionalization (DiMaggio, 1991). Therefore, in this chapter we take a closer look at a specific type of entrepreneurship in PSFs; drawing on the concept of “institutional entrepreneurship” (DiMaggio, 1988; Garud, Hardy, & Maguire, 2007; Hardy & Maguire, 2008) we describe some generic strategies by which proto-professions can enhance their “institutional capital” (Oliver, 1997), that is, their capacity to extract institutionally contingent resources such as legitimacy, reputation, or client relationships from their environment.

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Divisions: Aston Business School > Economics, Finance & Entrepreneurship
Aston Business School
Additional Information: The chapter is for personal use only and directing any queries about re-use to Edward Elgar Publishing.
Uncontrolled Keywords: institutional entrepreneurship,institutional capital,consulting
Full Text Link: http://www.e-el ... =&site_pub_soc=
Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
Published Date: 2012-10-31
Authors: Smets, Michael
Reihlen, Markus



Version: Published Version

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