01515pab a2200157 454500008004000000100002300040245006500063260000900128300001300137362000800150520111000158650001801268650002601286700002001312773002501332180718b2001   xxu||||| |||| 00| 0 eng d  aCortell, Andrew P.  aLimiting the unintended consequences of institutional change  c2001  ap.768-99  aSep  aStudents of institutional change pay insufficient attention to the conditions under which institutional reform produces unintended procedural and policy consequences.  The authors contend that the broader institutional context in which an altered institution is embedded influences the likelihood and extent of such unintended outcomes.  Three aspects of this environment are particularly important.  First, a reformer's access to policy instruments may allow him or her to monitor compliance and sanction noncompliance with the altered institution.  Second, normative understandings can reinforce or work against specific institutional reforms.  Finally, the organization of decision-making authority within the state determines the ability of state and societal actors to derail institutional change and its intended consequences.  Two empirical investigations illustrate the argument: congressional attempts in the 1980s to limit executive authority over U.S. policy in Nicaragua and the institutional reforms Margaret Thatcher implemented to advance a market-oriented industrial strategy. - Reproduced  aOrganizations  aOrganizational change  aPeterson, Susan  aComparative Politics