The organizational change as a process between the context and the intraorganizational dynamics: An institutional approach.

摘要

This work study of organizational design from the institutional theory, that defend that the organizations support multiple pressures---both external and internal---which derive in changes toward new organizational designs, which implicate the study of dimensions relatives to grade and velocity of this change. Thus, we analyse, from institutional perspective, the change process of design in a intraorganizational level in a Spanish public institution taking the reference of Greenwood & Hinings (1996) model, to the description of a track of different archetypes (Greenwood & Hinings, 1988, 1993; Laughlin, 1991) and realise a processual analise that identify the grade, sequence and pace of change (Amis, Slack & Hinings, 2004).;The institutional theoretical progress experimented (Scott, 2001) introduce the organizational discretionality in the choice of design appropriate and the diversity of archetypes among the organizations (Kondra & Hinings, 1988; Oliver, 1988, 1991, 1992; Glynn, Barr & Dacin, 2000). This framework is valid, include social, historical and temporaly questions in the study of organizational design, and explains the change process in the design like a response not always rational to competitive pressures but to the institutional pressures of the context (Scott & Meyer, 1983; D'Aunno, Succi & Alexander, 2000).;The proposed framework is applied in a case study that expands in 75 years of history in the Cadiz Free Trade Zone. This public organization is conditioned to multiples institutional, law, politic, economic and social elements. The firm front the necessary adaptation to the European regulation and a process of elaboration of a new archetype with a new corporative identity. To analise the organizational design change process from a dinamic perspective in the time, it justified the utilization of a longitudinal empirical methodology (Yin, 1994; Pettigrew, 1997; Miles & Huberman, 1994; Hatch, 2002).;In the longitudinal analysis we have identified five stages characterised by an archetype. The empirical evidence state that the change has been incremental and driven to reach an internal coherence, mainly in the interpretative scheme. This is due to legal obstacles, divergent political interests and conflicts between stakeholders that manage the institution. The change seems to be discontinuous, irregular and slow.