Institutional inertia: New framework explains success, or failure of organisations in adoption of new practices and processes

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.

Citation

(2023), "Institutional inertia: New framework explains success, or failure of organisations in adoption of new practices and processes", Human Resource Management International Digest, Vol. 31 No. 5, pp. 42-43. https://doi.org/10.1108/HRMID-05-2023-0099