Institutional Work as Logics Shift: The Case of Intel’s Transformation to Platform Leader
通过对英特尔1980-2000年的案例研究，分析了企业在外部推动和内部应对制度逻辑转变时进行的四种制度工作形式，对理解组织如何影响和适应行业逻辑变迁有参考价值。
In this article, we explore some of the forms of institutional work that organizations perform as they participate externally in the processes that drive change in the institutional logic that characterizes their field, and as they respond internally to the shift as it occurs. More specifically, we present the results of an in-depth case study of Intel Corporation, a firm that was implicated in a fundamental shift in the institutional logic of its field in the late 1980s and 1990s as the field moved from a traditional supply chain logic dominated by computer assemblers to a new platform logic following very different organizing principles. Through the qualitative analysis of 72 interviews with Intel employees, complemented by extensive archival data from 1980 to 2000, we identify two forms of institutional work that Intel performed externally – external practice work and legitimacy work – and two forms of work that they carried out internally – internal practice work and identity work – as the organization worked to simultaneously influence the shift in logic that was occurring and to deal with the ramifications of the shift.