Understanding the pace of deinstitutionalization; the role and nature of cumulative actions in the case of asbestos in France.
Résumé
Even when accelerated by a jolt, deinstitutionalization is most often a long process constituted by short timestep and long timestep periods. Little has been said however to explain the pace of deinstitutionalization and the factors that may accelerate or slow down this process. Not only strategic actions contribute to deinstitutionalization. Multiple actions are implied and impact on the pace of deinstitutionalization, depending on efforts of maintenance and disruption which may be opposed, isolated or cumulated. Based on Dorado’s model of profiles of actions in institutional change, we draw out some core claims: (1) the pace of deinstitutionalization is all the slower when defensive actions are related to a Leveraging-Strategic actions; (2) The interaction between Leverage-Strategic actions and Accumulating-Sensemaking actions explains the creation of residues that will be later essential to disrupt an institution; (3) The long timestep periods of deinstitutionalization are related to disruptive agency’s tendency to be weakened and scattered, due to a lack of strategic vision from disruptive actors. Finally we present “convening” as an efficient profile of action to considerably slow down a deinstitutionalization process. The argumentation is supported by an historical analysis of the deinstitutionalization of asbestos in France during the 20th century.