Institutional design

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Institutional design is the creation of institutions . It is "the development and implementation of rules, procedures and organizational structures that enable or limit behavior and action in accordance with values ​​in order to achieve goals or carry out tasks". This is to be linked with historical institutionalism , which defines institutions as systems consisting of “formal and informal rules, norms and practices”. From this it can be deduced that the institutional design deals with the design and structure of the framework conditions of an organization. With regard to standards initiatives, it is about the "rules and procedures that determine how the standard is implemented, assessed and managed". Institutionalized norms in the environment of the institutions describe appropriate and inappropriate behavior as well as certain actions and contribute to legitimacy through implementation.

In relation to the management and governance of sustainability initiatives (such as the FSC ), the institutional design describes, for example, the tasks and processes of the board of directors, the secretariat that organizes the day-to-day activities, and the stakeholder committee. It includes the institutionalization of stakeholder participation, decision making and transparency, accreditation and publication of the certification results. In his analysis, Marx (2013) shows that there are significant variations in terms of institutional design among sustainability initiatives. It has an impact on the quality of the rule-setting as well as on the potential acceptance of companies.

literature

  • Robert E. Goodin: The Theory of Institutional Design . Cambridge University Press, 1998, ISBN 978-0-521-63643-8 , pp. 304 .
  • David L. Weimer (Ed.): Institutional Design (=  Recent Economic Thought ). Springer, Boston / Dordrecht / London 1995, ISBN 978-0-7923-9503-4 , pp. 187 .

Individual evidence

  1. ^ A b E. R. Alexander: Institutional Design for Sustainable Development . In: The Town Planning Review . tape 77 , no. 1 , 2006, p. 5 , JSTOR : 40112663 (English).
  2. ^ ER Alexander: Institutional Transformation and Planning. From Institutionalization Theory to Institutional Design . In: Planning Theory . tape 4 , no. 3 , 2005, p. 212 , doi : 10.1177 / 1473095205058494 (English).
  3. ↑ WWF Certification Assessment Tool (CAT). WWF , 2015, accessed January 8, 2017 .
  4. ^ A b Lars H. Gulbrandsen: Accountability Arrangements in Non-State Standards Organizations. Instrumental Design and Imitation . In: Organization . tape 15 , no. 4 , 2008, p. 564 , doi : 10.1177 / 1350508408091007 (English).
  5. ^ Klaus Dingwerth & Philipp Pattberg: World Politics and Organizational Fields. The Case of Transnational Sustainability Governance . In: European Journal of International Relations . tape 15 , no. 4 , 2009, p. 713 , doi : 10.1177 / 1354066109345056 (English).
  6. ↑ Axel Marx: Varieties of legitimacy. A configurational institutional design analysis of eco-labels . In: Innovation: The European Journal of Social Science Research . tape 26 , no. 3 , 2013, p. 280 , doi : 10.1080 / 13511610.2013.771892 (English).
  7. ↑ Matthew Potoski & Aseem Prakash (Eds.): Voluntary Programs. A Club Theory Perspective . MIT Press, Cambridge, Mass. 2009, ISBN 978-0-262-16250-0 , pp. 2 ff ., doi : 10.7551 / mitpress / 9780262162500.001.0001 (English).
  8. ↑ Luc W. Fransen: Multi-stakeholder governance and voluntary program interactions. Legitimation politics in the institutional design of Corporate Social Responsibility . In: Socio-Economic Review . tape 10 , no. 1 , 2012, p. 168 , doi : 10.1093 / ser / mwr029 (English).