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Getting Acceptance that Radically New Working Practices are Required: Institutionalization of Arguments about Change within a Healthcare Organization

Royal Holloway Management School, j.sillince{at}rhbnc.ac.uk

Gopalakrishnan Harindranath

Royal Holloway School of Management, University of London, g.harindranath{at}rhbnc.ac.uk

Charles E. Harvey

Bristol Business School, University of the West of England, charles.harvey{at}uwe.ac.uk

This article considers data from a hospital that was introducing an experimental new facility onto an existing site, including the process of institutionalization of the argument ‘The new facility requires radically new working practices.’ The data are used to test a proposed integration of Barley and Tolbert’s (1997) model of the psychological mechanisms involved in institutionalization with a political model of how motives vary during the stages of organizational change. There is some empirical support for a congruence between the two models, namely, that psychological encoding matches with political recognition, psychological enactment matches with political transition, and psychological replication and externalization match with political consolidation.

Key Words: argumentation • conflict • institutionalization • organizational change • rhetoric

Human Relations, Vol. 54, No. 11, 1421-1454 (2001)
DOI: 10.1177/00187267015411002


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