<abstract xmlns="http://www.w3.org/1999/xhtml"><p>This paper seeks to fill an important gap in literature on institutional adaptation, using Irish chambers of commerce services to examine how managers of business associations adjust long-term balances in services, and respond to short-term challenges. The paper uses the theoretical expectations from collective action theory, transactions cost economics, the theory of organisational evolution and interactions with state supports to explore how the management strategies of chambers adapted to challenges from the economic and institutional environment. The paper demonstrates durability in the long term over the 200- year history of chambers, by an adaptation of service bundles and resource mixes, with major ‘change points’ being critical to re-balancing services and income sources. Using the example of challenges arising from the ‘change point’ of the Irish economic contraction 2008–2012, the paper shows how short-term adaptation mechanisms operate. Larger chambers generally survived better. Smaller chambers had more challenges, but demonstrate the durability of engaged management by volunteers.</p></abstract>

This paper seeks to fill an important gap in literature on institutional adaptation, using Irish chambers of commerce services to examine how managers of business associations adjust long-term balances in services, and respond to short-term challenges. The paper uses the theoretical expectations from collective action theory, transactions cost economics, the theory of organisational evolution and interactions with state supports to explore how the management strategies of chambers adapted to challenges from the economic and institutional environment. The paper demonstrates durability in the long term over the 200- year history of chambers, by an adaptation of service bundles and resource mixes, with major ‘change points’ being critical to re-balancing services and income sources. Using the example of challenges arising from the ‘change point’ of the Irish economic contraction 2008–2012, the paper shows how short-term adaptation mechanisms operate. Larger chambers generally survived better. Smaller chambers had more challenges, but demonstrate the durability of engaged management by volunteers.

Management adaptation of business association services: long-term stability 1783-2012 and ‘change points’ for Irish chambers of commerce

Emeritus Professor of Geography University of Cambridge Downing Place, Cambridge CB2 3EN,

The Irish Journal of Management

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

This paper seeks to fill an important gap in literature on institutional adaptation, using Irish chambers of commerce services to examine how managers of...

Management adaptation of business association services: long-term stability 1783-2012 and ‘change points’ for Irish chambers of commerce

Article Category: Research Article

Publié en ligne: 23 août 2016

Pages: 58 - 73

DOI: https://doi.org/10.1515/ijm-2016-0004

Mots clés
association management, business consultancy, Chambers of Commerce, service bundling, SME support

© 2016 Robert J. Bennett, published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Management adaptation of business association services: long-term stability 1783-2012 and ‘change points’ for Irish chambers of commerce

Article Category: Research Article

Publié en ligne: 23 août 2016

Pages: 58 - 73

DOI: https://doi.org/10.1515/ijm-2016-0004

Mots clésassociation management, business consultancy, Chambers of Commerce, service bundling, SME support

© 2016 Robert J. Bennett, published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Mots clés
association management, business consultancy, Chambers of Commerce, service bundling, SME support