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hal.structure.identifier
dc.contributor.authorBarin Cruz, Luciano*
hal.structure.identifierFaculty of Management [Montréal]
dc.contributor.authorDelgado, Natalia Aguilar*
hal.structure.identifierDauphine Recherches en Management [DRM]
dc.contributor.authorLeca, Bernard*
hal.structure.identifierCass Business School - City University London
dc.contributor.authorGond, Jean-Pascal*
dc.date.accessioned2015-03-11T10:11:14Z
dc.date.available2015-03-11T10:11:14Z
dc.date.issued2016-09
dc.identifier.issn0007-6503
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/14764
dc.language.isoenen
dc.subjectCooperative banking
dc.subjectExtreme operating environments
dc.subjectInstitutional work
dc.subjectInstitutional resilience
dc.subjectSocial capital
dc.subject.ddc658en
dc.subject.classificationjelB.B5.B52en
dc.subject.classificationjelG.G2.G21en
dc.subject.classificationjelM.M1.M10en
dc.subject.classificationjelZ.Z1.Z13en
dc.titleInstitutional Resilience in Extreme Operating Environments The Role of Institutional Work
dc.typeArticle accepté pour publication ou publié
dc.contributor.editoruniversityotherHEC Montréal;Canada
dc.contributor.editoruniversityotherMcGill University;Canada
dc.contributor.editoruniversityotherCass Business School;Royaume-Uni
dc.description.abstractenThis study shows how institutional work contributes to institutional resilience in extreme operating environments (EOEs). The authors draw from a longitudinal analysis of the operations of Desjardins International Development (DID), a French Canadian nongovernmental organization (NGO) that, both before and after the major earthquake of 2010, supported the implementation of cooperative banking in Haiti. Building on a unique access to DID’s internal documents as well as on 49 interviews with DID employees, the authors highlight the ways in which political, technical, and cultural forms of institutional work triggered the emergence of social capital, which in turn supported the rise of new forms of institutional work that enabled institutional resilience. The results show how organizational activities focused on shaping institutions may have unintended effects that enable institutional resilience in EOEs, and demonstrate how the accumulation of institutional work by an organization contributes to the enhancement of its social capital.
dc.relation.isversionofjnlnameBusiness and Society
dc.relation.isversionofjnlvol55
dc.relation.isversionofjnlissue7
dc.relation.isversionofjnldate2016-09
dc.relation.isversionofjnlpages970-1016
dc.relation.isversionofdoi10.1177/0007650314567438
dc.subject.ddclabelGestion des entreprisesen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen
dc.description.ssrncandidatenon
dc.description.halcandidateoui
dc.description.readershiprecherche
dc.description.audienceInternational
dc.relation.Isversionofjnlpeerreviewedoui
dc.date.updated2016-08-24T14:58:14Z
hal.identifierhal-01356075*
hal.version1*
hal.update.actionupdateMetadata*
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