"Theory and research on institutionalization have generated valuable insights into the processes that define and explain institutionalization in organizational environments and their influence on organizational conformity to the environment. Early versions of institutional theory placed particular emphasis on the taken-for-granted character of institutional rules, myths, and beliefs as shared social reality and on the processes by which organizations tend to become instilled with value and social meaning (Berger & Luckmann, 1967; Selznick, 1949, 1957). More recent treatments of institutionalization have elaborated the nature and variety of these institutional processes (DiMaggio & Powell, 1983; Meyer & Rowan, 1977; Zucker, 1977, 1988) and the range of influences that these processes exert on structural characteristics of organizations (Meyer, Scott, & Deal, 1983; Meyer, Scott, & Strung, 1987; Scott, 1987a; Scott & Meyer, 1987; Singh, Tucker, & House, 1986) and organizational change (Hinings & Greenwood, 1988; Tolbert & Zucker, 1983). Notably lacking from this literature, however, is explicit attention to the strategic behaviors that organizations employ in direct response to the institutional processes that affect them."