With few exceptions (e.g. Fincham & Clark, 2002; Lounsbury, 2002, 2007; Montgomery & Oliver, 2007), we know little about how emerging professions, such as management consulting, professionalize and establish their services as a taken-for-granted element of social life. This is surprising given that professionals have long been recognized as “institutional agents” (DiMaggio & Powell, 1983; Scott, 2008) (see Chapter 17) and professionalization projects have been closely associated with institutionalization (DiMaggio, 1991).
Therefore, in this chapter we take a closer look at a specific type of entrepreneurship in PSFs; drawing on the concept of “institutional entrepreneurship” (DiMaggio, 1988; Garud, Hardy, & Maguire, 2007; Hardy & Maguire, 2008) we describe some generic strategies by which proto-professions
can enhance their “institutional capital” (Oliver, 1997), that is, their capacity to extract institutionally contingent resources such as legitimacy, reputation, or client relationships from their environment.
|Title of host publication||Handbook of research on entrepreneurship in professional services|
|Editors||Markus Reihlen, Andreas Werr|
|Number of pages||21|
|ISBN (Print)||978-1-84844-626-7, 1-84844-626-8|
|Publication status||Published - 31 Oct 2012|
|Name||Elgar original reference|
|Publisher||Edward Elgar publishing|
The chapter is for personal use only and directing any queries about re-use to Edward Elgar Publishing.
- institutional entrepreneurship
- institutional capital