Nonprofit and Voluntary Sector Quarterly
2015, Vol. 44(2) 360–378
© The Author(s) 2014
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DOI: 10.1177/0899764013517051
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Article
Surviving the Peace:
Organizational Responses
to Deinstitutionalization of
Irish Peacebuilding
Sheila M. Cannon
1
and Gemma Donnelly-Cox
1
Abstract
This qualitative study explores the deinstitutionalization of peacebuilding in Ireland and
how the core population of peacebuilding organizations are responding. We document
organizational responses to the understudied phenomenon of deinstitutionalization—
the weakening and dissipating of an institutionalized set of practices and beliefs.
We rigorously map the field and population under study, illustrating the challenge
and necessity of delineating a field of actors involved in a complex social process.
This research contributes to understanding deinstitutionalization in two ways.
First, we illustrate how organizations both adapt to and resist the challenge of
deinstitutionalization. Second, organizations can act as custodians of outgoing
traditions, turning to their communities and engaging in defensive institutional work,
which seems to enhance their organizational survival.
Keywords
deinstitutionalization, defensive institutional work, organizational population, inter-
organizational field, mapping, peacebuilding organizations
Introduction
In October 2007, leaders of two opposing sides of the conflict in Northern Ireland, the
Democratic Unionist Party and Sinn Féin, shook hands and agreed to share power in
government. Locally and internationally, newspaper headlines captured the dramatic
turnaround of this historic moment. The strong and well-funded peacebuilding
1
Trinity College Dublin, Ireland
Corresponding Author:
Sheila M. Cannon, School of Business, Centre for Nonprofit Management, Trinity College Dublin, College
Green, Dublin 2, Ireland.
Email: smcannon@tcd.ie
517051NVS XX X 10.1177/0899764013517051Nonprofit and Voluntary Sector QuarterlyCannon and Donnelly-Cox
research-article 2014
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