Scientific management reimagined: an institutional entrepreneurship perspective

Purpose This paper aims to examine Frederick W. Taylor’s role in institutionalising scientific management through the lens of institutional entrepreneurship. By analysing Taylor’s efforts in disrupting existing management norms and introducing new practices, this study provides insights into how his actions catalysed institutional change and the broader implications for management practices. Design/methodology/approach This research uses a socio-historical narrative analysis integrating historical research and the Institutional Entrepreneurship framework to explore Taylor’s role as an institutional entrepreneur, focusing on how he challenged and transformed the dominant management practices of his time. Findings This study reveals that Taylor successfully acted as an institutional entrepreneur by leveraging his social status and navigating field-level conditions like technological disruptions and labour demands. He strategically gathered allies, mobilised resources and overcame opposition from other stakeholders to legitimise scientific management. His actions also transformed work environments, including increasing the female workforce and mechanising clerical operations. Research limitations/implications This paper opens avenues for further research into the role of institutional entrepreneurs in management history and the broader implications of their actions. It calls for more studies on the intersection of agency and institutional structures in shaping organisational practices. Practical implications Understanding Taylor’s role as an institutional entrepreneur provides modern managers with insights into how innovative management practices can be successfully implemented in the face of resistance. Originality/value This research provides a unique perspective on scientific management by integrating historical research with the Institutional Entrepreneurship framework, which has been largely underused in studies of Taylor’s work. It offers a fresh analysis of Taylor’s influence on management practices and highlights his role in institutionalising divergent change.