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Institutional Change as an Interactive Process: The Case of the Modernization of the French Cancer Centers

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  • Patrick Castel

    (Sciences Po, Center for the Sociology of Organizations, CNRS, 75007 Paris, France)

  • Erhard Friedberg

    (Sciences Po, Center for the Sociology of Organizations, CNRS, 75007 Paris, France)

Abstract

A good deal of strategic choice has been given back to organizations, which have become actors of their (only partial) compliance with institutional demands that they in turn contribute to shaping. The reported case of the successful modernization of the French cancer centers and their reinstatement as the leaders in their field contributes to a better understanding of the role of leadership in institutional change because it demonstrates a positional approach to institutional leadership. Cancer centers' reformers were both central, because they were placed at the intersection of several potentially interdependent organizational fields or institutional spheres, and marginal to most but not all of them. This particular position of the change-entrepreneurs, with its relational constraints and also its resources, enabled them to initiate a successful drive for the transformation of the field of cancer care and also greatly explains the particular form it took. Our analysis underscores the interactive nature of institutional change, where the motor of change simultaneously structures and is structured by the process it is driving and where the initiators of reform have to create their proper and specific combination of old and new in order to build an innovative dynamic.

Suggested Citation

  • Patrick Castel & Erhard Friedberg, 2010. "Institutional Change as an Interactive Process: The Case of the Modernization of the French Cancer Centers," Organization Science, INFORMS, vol. 21(2), pages 311-330, April.
    • Handle: RePEc:inm:ororsc:v:21:y:2010:i:2:p:311-330
    DOI: 10.1287/orsc.1090.0442
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    References listed on IDEAS

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    Cited by:

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    4. Welter, Friederike & Smallbone, David, 2015. "Creative forces for entrepreneurship: The role of institutional change agents," Working Papers 01/15, Institut für Mittelstandsforschung (IfM) Bonn.
    5. François-Régis Puyou, 2014. "Ordering collective performance manipulation practices: How do leaders manipulate financial reporting figures in conglomerates?," Post-Print hal-01069276, HAL.
    6. April L. Wright & Gemma Irving & Asma Zafar & Trish Reay, 2023. "The Role of Space and Place in Organizational and Institutional Change: A Systematic Review of the Literature," Journal of Management Studies, Wiley Blackwell, vol. 60(4), pages 991-1026, June.
    7. Bassam Buhusayen & Pi-Shen Seet & Alan Coetzer, 2021. "Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations," Sustainability, MDPI, vol. 13(2), pages 1-26, January.
    8. Bergeron, Henri & Castel, Patrick & Dubuisson-Quellier, Sophie, 2014. "Governance by labels," MaxPo Discussion Paper Series 14/2, Max Planck Sciences Po Center on Coping with Instability in Market Societies (MaxPo).
    9. Mæhle, Per Magnus & Smeland, Sigbjørn, 2021. "Implementing cancer patient pathways in Scandinavia how structuring might affect the acceptance of a politically imposed reform," Health Policy, Elsevier, vol. 125(10), pages 1340-1350.
    10. Puyou, François-Régis, 2014. "Ordering collective performance manipulation practices: How do leaders manipulate financial reporting figures in conglomerates?," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 25(6), pages 469-488.
    11. Per Magnus Mæhle & Senada Hajdarevic & Erna Håland & Rikke Aarhus & Sigbjørn Smeland & Bjørn Erik Mørk, 2021. "Exploring the triggering process of a cancer care reform in three Scandinavian countries," International Journal of Health Planning and Management, Wiley Blackwell, vol. 36(6), pages 2231-2247, November.

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