Institutional inertia

Abstract

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A researcher from Finland has proposed a theory of “institutional inertia” to explain in detail why organisations “ignore, adopt, modify, maintain and abandon” practices. The theory also explains the way intra-organisational institutional pressures shape those processes. The study distinguishes between four institutional profiles of organisational practices – institutionalised, institutionally friendly, neutral and contested practices. Originality/value Originality: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.