Short answer

When introducing new principles or frameworks into established systems, anticipate and plan for resistance stemming from existing institutional logics; focus on strategies that can subtly or overtly challenge these logics.

Field: Innovation & Design
Source: Lancaster EPrints (Lancaster University) (2015)
Method: Qualitative research
Sample: 29 participants
Evidence: Strong effect

The widespread adoption of responsible management education principles is significantly hindered by deeply entrenched institutional logics within business schools, despite dedicated efforts by advocates. This innovation & design research insight is drawn from a 2015 study published in Lancaster EPrints (Lancaster University). Using Qualitative research with 29 participants, researchers explored how this design variable affects real-world outcomes. The key design takeaway: When introducing new principles or frameworks into established systems, anticipate and plan for resistance stemming from existing institutional logics; focus on strategies that can subtly or overtly challenge these logics.

Study

Innovation & DesignHigh ImpactStrong effect

PRME Implementation Faces Institutional Logics in UK Business Schools

Lancaster EPrints (Lancaster University) · 2015

Key Findings

01PRME advocates face significant challenges in institutionalizing responsible management education due to dominant institutional logics within business schools.
02The framing and current structure of PRME may not be sufficient to disrupt these established logics and drive sustained institutional change.
03Despite dedicated and emotionally demanding work by advocates, implementation is often partial or easily derailed.

Application

Design takeaway

How to apply

Before launching a new design initiative, map out the existing institutional logics and identify potential champions and resistors. Develop a change management strategy that addresses these dynamics.

Project actions

01When proposing a new design, consider the existing 'rules' and 'ways of doing things' in the context where it will be used.
02Think about how your design might challenge or fit with these existing norms.

Method & Evidence

AimWhat are the institutional factors that influence the successful implementation of the UN Principles for Responsible Management Education (PRME) within UK business schools?

MethodQualitative research

ProcedureThe study involved conducting dialogic interviews with academics involved in promoting PRME within their business schools to explore their strategies, the institutional barriers and enablers they encountered, and the impact of broader field-level characteristics on their efforts.

Sample29 participants

ContextHigher education (Business Schools)

Variables

IVStrategies of PRME advocates, Field-level characteristics of PRME

DVInstitutionalisation of PRME, PRME outcomes at organisational level

CVUK business school settings, Institutional logics within business schools

Strengths & Limitations

Strengths

+Provides a nuanced understanding of the challenges in implementing ethical frameworks in business education.
+Utilizes qualitative methods to explore complex social and institutional dynamics.

Limitations

The study's findings are based on interviews and may be subject to participant bias. The focus on UK business schools limits generalizability.

Reliability & validity

Reliability is moderate due to the qualitative nature and potential for interviewer bias. Validity is strong in capturing the subjective experiences and institutional context of PRME implementation.

Think critically

To what extent can 'institutional entrepreneurs' truly overcome deeply entrenched institutional logics, or is fundamental systemic change a prerequisite for successful implementation?

Design Principles

"Institutional change requires a deep understanding and strategic engagement with the dominant logics of the target environment."

Understanding how existing organizational structures and ingrained beliefs (institutional logics) affect the adoption of new initiatives is crucial for any design project aiming for systemic change. This insight highlights that successful implementation requires more than just a compelling framework; it necessitates a strategic approach to navigating and potentially reshaping these underlying logics.

What This Means for Your Design

It's hard to change how business schools teach about ethics and responsibility because the schools are set up in ways that make it difficult to adopt new ideas, even when people try hard.

How to use in your project

1.Use this research to explain why your proposed design might face challenges in implementation due to existing practices or beliefs within a specific industry or organization.

Add to My Project

Quick Cite

Paragraph starter

This study by Louw (2015) highlights that the successful implementation of new principles, such as responsible management education, is significantly influenced by prevailing institutional logics within organizations. Even with dedicated advocates, deeply embedded norms and structures can hinder adoption, leading to partial or derailed implementation. This underscores the importance of understanding and strategically addressing the existing institutional context when introducing design innovations.

Source

Lancaster EPrints (Lancaster University)

Institutional perspectives on the implementation of the United Nations principles for responsible management education in UK business schools

journal · 2015

View source

Questions About This Research

What does the research say about prme implementation faces institutional logics in uk business schools?: When introducing new principles or frameworks into established systems, anticipate and plan for resistance stemming from existing institutional logics; focus on strategies that can subtly or overtly challenge these logics. Evidence: Lancaster EPrints (Lancaster University) (2015).
Why does "PRME Implementation Faces Institutional Logics in UK Business Schools" matter for design?: Understanding how existing organizational structures and ingrained beliefs (institutional logics) affect the adoption of new initiatives is crucial for any design project aiming for systemic change. This insight highlights that successful implementation requires more than just a compelling framework; it necessitates a strategic approach to navigating and potentially reshaping these underlying logics.
How can designers apply this research?: When introducing new principles or frameworks into established systems, anticipate and plan for resistance stemming from existing institutional logics; focus on strategies that can subtly or overtly challenge these logics.
What were the main findings?: PRME advocates face significant challenges in institutionalizing responsible management education due to dominant institutional logics within business schools.. The framing and current structure of PRME may not be sufficient to disrupt these established logics and drive sustained institutional change.. Despite dedicated and emotionally demanding work by advocates, implementation is often partial or easily derailed.
What research method was used?: Qualitative research with 29 participants.
How strong is the evidence?: Evidence strength is rated Strong effect, based on a 2015 journal from Lancaster EPrints (Lancaster University).
What should I do differently in my next project?: Before launching a new design initiative, map out the existing institutional logics and identify potential champions and resistors. Develop a change management strategy that addresses these dynamics.
What are the limitations?: The study focuses on UK business schools, and findings may not be directly generalizable to other regions or disciplines. The interpretivist approach relies on the subjective experiences of participants.