The Recomposition of an Organizational Field: Health Care in Alberta

By Trish Reay. 2005

684 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f102f4936d5a64f16b5eb0a7c3b4834b4e8d79fc

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Vive La Resistance: Competing Logics and the Consolidation of U.S. Community Banking (2007, background): “…this work by drawing on the competing logic imagery of Friedland and Alford (1991) to shed light on how multiple kinds of historically rooted belief systems provide the foundation for ongoing conflict and change (e.g., Fiss & Zajac, 2004; Lounsbury, 2007; Reay & Hinings, 2005; Stryker, 1994).”
Interlevel Influences on the Reconstruction of Professional Role Identity (2007, background): “Schein (1996), who dis cussed individual-level change, stated that dissat isfaction with the status quo deriving from disconfirming information triggers "cognitive re definition.”
Bridging Institutional Entrepreneurship and the Creation of New Organizational Forms: A Multilevel Model (2011, background): “For example, Reay and Hinings (2005) conceptualize the radical transformation of the Alberta health-care system as rooted in the conflict between the logic of medical professionalism and the logic of business-like health care.”
The Global Professional Service Firm: ‘One Firm’ Models versus (Italian) Distant Institutionalized Practices (2013, background): “Whilst the literature provides several examples of competing logics and their effects on organizations (Reay & Hinings, 2005; Zilber, 2002), MNCs are particularly significant case studies, as through their exposure to home and host country pressures they are embedded in a high degree of spatial…”
Using Content Analysis to Elaborate Adolescent Theories of Organization (2008, background): “The emphasis after this change was to be on administrative efficiency (Reay & Hinings, 2005) and on shifting from a disease-based model of curing sickness toward a more integrated approach that emphasized wellness through activities related to health care promotion, protection, and prevention.”
Sustainability in entrepreneurship: A tale of two logics (2011, background): “Discussions concerning environmental issues – ranging from local waste management to global warming and climate change – typically encompass multiple actors whose interests and priorities differ (Lounsbury, 1998, 2001; Weiss, 1998).”
Institutional Logics and Institutional Pluralism: The Contestation of Care and Science Logics in Medical Education, 1967–2005 (2010, background): “…and Science Logics 141/ASQ, March 2010 CEO selection (Thornton and Ocasio, 1999), administrative regimes (Townley, 1999) or variation in practices (Reay and Hinings, 2005; Lounsbury, 2007), we sought to identify the forces that caused shifts in the attention to and emphasis on particular logics…”
Escape from the Iron Cage? Organizational Change and Isomorphic Pressures in the Public Sector (2007, background): “However, a notable contribution to the understanding of these issues has been provided by the work of Greenwood, Suddaby, and Hinings that has looked at field-level processes of change in business services (Greenwood, Suddaby, and Hinings 2002) and in health care (Reay and Hinings 2004, 2005).”
The Role of Analogy in the Institutionalization of Sustainability Reporting (2010, background): “…conditions of the field (Maguire, Hardy and Lawrence 2004), often employing discursive strategies (Green 2004; Phillips, Lawrence and Hardy 2004; Suddaby and Greenwood 2005) including the use of analogies to existing institutionalized practices (Hargadon and Douglas 2001; Leblebici et al. 1991).”
Having your cake and eating it too: discourses of transcendence and their role in organizational change dynamics (2011, background): “…accommodate the objectives of aesthetic quality and commercial success (Glynn, 2000; Thornton et al., 2005), while organizations in the health care field are traversed by competing pressures for quality, accessibility and efficiency (Scott et al., 2000; Denis et al., 2001; Reay and Hinings, 2005).”
Institutional Work as Logics Shift: The Case of Intel’s Transformation to Platform Leader (2013, background): “For example, Reay and Hinings (2005) conceptualize the radical transformation of the Alberta health care system as rooted in the conflict between the logic of medical professionalism and the logic of businesslike health care.”
Sustaining Inter-organizational Relationships Across Institutional Logics and Power Asymmetries: The Case of Fair Trade (2016, background): “Second, a more recent body of work has explored how conflicting or oppositional logics can provide the mechanisms by which institutional change comes about (Lounsbury 2007; Rao and Gorgi 2006; Reay and Hinings 2005).”
Public service innovation and multiple institutional logics: The case of hybrid social enterprise providers of health and wellbeing (2017, background): “Thus Reay and Hinings (2005; 2009) show how logic multiplicity – in this case the logic of medical professionalism and a business-like ‘challenger’ logic - can persist and coexist within healthcare organisations.”