THE ROLE OF PRACTICES IN INSTITUTIONAL CHANGE THE EVOLUTION OF DOCTORAL PROGRAMS IN FRANCE 1990 – 2008

Aubépine Dahan (), Charles Dhanaraj () and Vincent Mangematin ()
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Aubépine Dahan: LATTS - Laboratoire Techniques, Territoires et Sociétés - UPEM - Université Paris-Est Marne-la-Vallée - ENPC - École nationale des ponts et chaussées - CNRS - Centre National de la Recherche Scientifique
Charles Dhanaraj: Kelley School of Business - Indiana University [Bloomington] - Indiana University System
Vincent Mangematin: MTS - Management Technologique et Strategique - EESC-GEM Grenoble Ecole de Management

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Abstract: Whether based on the figure of institutional entrepreneur or the dynamic of social movements, models of institutional change have yet to solve the paradox of embedded agency. Studying institutional change from the angle of practices allows introducing a channel by which seeds of change enter the field without modifying logics at first. Political entrepreneurship or grassroots initiative will play a critical role in institutional change as long as they can rely on existing practices. Evolution of conditions to perform day to day activities introduces new problems; solutions trigger the development of new activities. Routinization of new activities leads the emergence of new practices. Non-adoption of practices hinders institutional change. Practices thus inspire, support and limit institutional change. Basing our observations from a case study of the French Doctorate defined as an institution, shifting from research and study to professionalizing diploma, we build a process model of institutional change integrating the dynamic of practices.

Date: 2010
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