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Institutionalization
Institutionalization is the process by which organizations acquire identity and legitimacy. Institutionalization involves more than building formal structures and processes. For organizations to become institutions, structures need to be, as famously noted by Philip Selznick (1957), “infused with value beyond the technical requirements of the task at hand” (p. 22). This is true for corporations and churches as much as for political parties and government agencies or for entire political systems. Institutionalization means members begin to value the organization for itself; it elicits a normative, value-based commitment or is supported by deeply held cultural beliefs in its mission. The result is a high degree of legitimacy with both members and external stakeholders in the organization's environment. Internally, institutionalization involves achieving a consensus on the organization's mission and goals (identity) beyond the acquisition of necessary resources and skills. Externally, a highly institutionalized organization enjoys a high degree of social acceptability with key constituencies or the public at large (legitimacy). Institution alization is a process with different stages: Once an organization has developed effective working practices, these are transformed into norms that get accepted and then embedded in organizational life. However, institutionalization is not a linear process. Being, or rather becoming, an institution is a matter of degree. Organizations or political systems for that matter exhibit different degrees of institutionalization. Importantly, over time, institutionalization may move in both directions—that is, increase or erode (deinstitutionalization), or simply stall.
The concept of institutionalization has been developed mainly by organizational sociologists who emphasize that individual action is shaped by, and embedded in, larger social structures. Political scientists have tended to look at institutions as given, fixed frameworks for political behavior but have shown less interest in their emergence, with the exception of constitutional design. The origin of public organizations in particular remains a neglected area of research for which the concept of institutionalization can serve as a useful analytical tool. This entry first reviews different concepts and mechanisms of institutionalization and then presents typical criteria of institutionalization before discussing some constraints and challenges of institutionalization faced by public sector organizations.
Concepts and Mechanisms of Institutionalization
Any discussion of institutionalization needs to be based on an understanding of the term institution. At the most general level, we can think of institutions as “patterned behavior,” as relatively stable, valued sets of formal and informal rules, norms, and practices that constrain but also enable political behavior. In short, institutions give structure to political life, but they also emerge from actor-based social and political processes. A key question for political scientists then is not only to what extent institutional structures shape or even determine individual political behavior and processes but also to what degree actors can purposefully create, design, or mold institutions to serve their needs or interests. This duality of actor (or agency) and structure lies at the heart of institutionalization research.
There is considerable disagreement among different schools of new institutionalism about the role of institutions and about the drivers and mechanisms of institutionalization. The most important divide runs between rational choice institutionalism and sociological (or organizational or normative) institutionalism. In the rational choice approach, institutions are essentially “rules of the game” that emerge as the result of political choice by self-interested actors, be it to solve collective action problems or to advance specific interests. This suggests that institutional arrangements are rather malleable and open to design. A typical approach in this vein is the principal–agent framework: Political principals create and delegate powers to administrative or international agents to perform certain functions or to entrench their policy preferences. Yet organizational arrangements can be stabilized, or institutionalized, through mechanisms of “lock-in,” based on the logic of increasing returns: Actors have an incentive to stay on a path of institutional development once it is chosen not because it is functionally superior but because they are rewarded by positive feedbacks, such as learning and coordination benefits. Historical institutionalism makes a similar argument about the lock-in effect of choices (at critical junctures) in the formative period of institutions (“path dependency”). However, it gives more importance to the role of ideas in sustaining institutional trajectories. This constructivist component brings historical institutionalism closer to sociological institutionalism.
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