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dc.contributor.authorSchultz, Martin
dc.contributor.authorJennings, Deveraux
dc.contributor.authorPatient, David
dc.date.accessioned2020-06-02T07:16:28Z
dc.date.available2020-06-02T07:16:28Z
dc.date.issued2008
dc.identifier.doi10.5465/AMBPP.2008.33630594
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6501
dc.description.abstractThe article discusses institutional change caused partly by problems experienced by institutional rules. Three problem-related mechanisms are explored by the authors which include problem attraction, problem recognition, and problem engagement. How this research differs from previous studies on institutional rules is considered. The longitudinal data of water laws in British Columbia, Canada are used to test the authors' models. Why the authors chose to study water laws is explored. The history of the Water Act and the research's hypotheses, variables, and methods are outlined. It was found that institutions are run by internal mechanisms independent from external drivers.
dc.language.isoen
dc.rights.uri
dc.subjectOrganizational Sociology
dc.subjectWater Laws
dc.subjectOrganizational Behavior Research
dc.subjectProblem Solving Research
dc.subjectRules
dc.titleCleaning up the water law of British Columbia: A problemistic approach to rule change
dc.contributor.departmentUniversity of British Colombia, Canada
dc.contributor.departmentUniversity of Alberta
dc.contributor.departmentCatholic University of Portugal
vlerick.conferencedate08/08/2008-13/08/2008
vlerick.conferencelocationAnaheim, California, United States
vlerick.conferencenameThe 2008 Academy of Management Annual Meeting
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typeconfpresConference Proceeding
vlerick.vlerickdepartmentP&O
dc.identifier.vperid276185


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