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Organization Studies, Vol. 28, No. 7, 971-991 (2007)
DOI: 10.1177/0170840607078109

The Institutional Entrepreneur as Modern Prince: The Strategic Face of Power in Contested Fields

David Levy

University of Massachusetts, Boston, USA, david.levy{at}umb.edu

Maureen Scully

University of Massachusetts, Boston, USA, maureen.scully{at}umb.edu

This paper develops a theoretical framework that situates institutional entrepreneurship by drawing from Gramsci's concept of hegemony to understand the contingent stabilization of organizational fields, and by employing his discussion of the Modern Prince as the collective agent who organizes and strategizes counter-hegemonic challenges. Our framework makes three contributions. First, we characterize the interlaced material, discursive, and organizational dimensions of field structure. Second, we argue that strategy must be examined more rigorously as the mode of action by which institutional entrepreneurs engage with field structures. Third, we argue that institutional entrepreneurship, in challenging the position of incumbent actors and stable fields, reveals a `strategic face of power', particularly useful for understanding the political nature of contestation in issue-based fields.

Key Words: institutional entrepreneurship • strategy • hegemony


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This article has been cited by other articles:


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A. Spicer and S. Bohm
Moving Management: Theorizing Struggles against the Hegemony of Management
Organization Studies, November 1, 2007; 28(11): 1667 - 1698.
[Abstract] [PDF]

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 Organization StudiesHome page
R. Garud, C. Hardy, and S. Maguire
Institutional Entrepreneurship as Embedded Agency: An Introduction to the Special Issue
Organization Studies, July 1, 2007; 28(7): 957 - 969.
[PDF]